Mitsubishi Logistics
Environmental and Social Report2015

Editorial Policy
The Mitsubishi Logistics Group (the “Group”) has issued
this Environmental and Social Report each year since
fiscal 2007 to fulfill its accountability about the effects of
its business activities on society and the environment.
To disclose the goals, details and achievements of its
CSR activities from the perspectives of the Group’s CSR
management, this Report describes precisely and in aneasy-to-understand manner the promotion of CSR as
well as each of the seven core subjects described in the“Guidance on Social Responsibility” (JIS Z 26000, ISO
26000). This Guidance is a global standard for CSR
established by the Japanese Industrial Standards (JIS)and the International Organization for Standardization(ISO).

Reporting
Period:Editorial Policy and Contents

1

Top Message
Introduction of Businesses

2
4Promotion of CSR
Manifestation of The Three Principles of Mitsubishi’s Business 6
Management Philosophy and the Code of Conduct, etc.
Promotion of CSR for every employee, emphasis on communication
9
Confirmation of major CSR activities

10

Organizational Governance
Promoting the realization of our corporate philosophy andstrategies; Review of goals, standards, etc.
Entrenchment of the compliance of standards, etc.; andConfirmation of the implementation of action plans

12
13

Respect for Human Rights

Boundary of the Report and Reporting Period
Boundary of
the Report:

Contents

The Report covers Mitsubishi Logistics
Corporation (“the Company”) and its groupcompanies.
This Report covers our business activities for theperiod from April 1, 2014 to March 31, 2015. To
ensure comprehensive disclosure, however,certain relevant information regarding events that
occurred prior to and/or after this period havebeen included.

Improvement of awareness of human rights

14

Appropriate Working Environment
Respect for labor-management relations; and Employment 15
and the importance of the employment relationship
Rewarding and friendly working conditions
16
Ensuring the security of workers

19

Human resources development and training

20

Environmental Conservation
Reduction of CO2 emissions as a measure for reducing climate change 23

Publication Date
February 2016

Reference Guidelines■■■

JIS Z 26000: 2012 (Guidance on Social Responsibility)
ISO 26000: 2010 (Guidance on Social Responsibility)
Ministry of the Environment: Environmental Reporting
Guidelines (Fiscal Year 2007 Version)
Global Reporting Initiative (GRI): Sustainability Reporting
Guidelines 2006

Contacts for Inquiries Regarding the Environmental and Social Report
CSR · Compliance Team, General Affairs Division,
Mitsubishi Logistics Corporation
Nihonbashi Dia Building, 19-1, Nihonbashi 1-chome, Chuo-ku,
Tokyo
103-8630, Japan
TEL: +81-3-3278-6657
FAX: +81-3-3278-6694

Web

Use of renewable resources

25

Contribution to the recovery of the eco-system

26

Fulfillment of Sincere and Fair Business Activities
Prohibition of unfair advantage in competition andpromotion of fair and open competition

27

Provision of Safe, High-Quality and Useful Services
Provision of socially and environmentally beneficial high-quality services 28
Promotion of disaster measures to maintain service functions 30

Coordination with Local Communities and International Society
Contribution to cultural activities

32

Contribution through donations, etc.

33

Statement Supporting the UN Global Compact
Practice of the UN Global Compact’s 10 principles

34
35

Company Profile

You may view some of the relevant data presented in this Report on Mitsubishi Logistics’ Web site in “Extended version.”

http://www.mitsubishi-logistics.co.jp/english/csr/pdf/extended_version.pdf
HOME>CITIZENSHIP>Environmental and Social Report>Extended version

Mitsubishi Logistics

Environmental and Social Report 2015

1

Top Message

Mitsubishi Logistics Group focuses on
activities and engages in sincere and fairto the realization of an affluent andIntroduction

Akio Matsui
President

Mitsubishi Logistics continues to uphold its corporate
philosophy, which states, “Engage in sincere and fairbusiness activities to secure appropriate profits andpromote steady growth, appropriately compensating
our stakeholders while contributing to the realization of
an affluent and sustainable society.” To realize thiscorporate philosophy, the Group has stipulated theCode of Conduct.
Our Group companies work in cooperation to carryout our logistics business both in Japan and aroundthe world, organically and comprehensively managing
each business area through our information network,
starting with our core warehousing business, andincluding overland transportation, port and harbor
operations, and international transportation. Our realestate business focuses on leased buildings
constructed on company-owned property. Of especial
note, the involvement of our logistics operations inevery industry countrywide provides a key function in
the economic foundation of Japan as a highly publicsocial infrastructure not only in peacetime but also incase of natural disasters or other emergencies. We
continue to make the utmost effort to support the daily
lives of people everywhere and the business activitiesof our customers at every level of product procurement,
production and sales.

Final Year of the Management Plan (2013–2015)
The current fiscal year is the final year of theManagement Plan (2013–2015), which started in April
2013. Overseas, the U.S. economy continued torecover and a moderate recovery was seen in Europe.
The economies in Asia including China saw moderate
expansion, although the rate of growth slowed. The
Japanese economy is expected to recover gradually
given the effects of the economic strategies called
Abenomics and other government policies. In thesecircumstances, this plan is designed to move forward

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Mitsubishi Logistics

Environmental and Social Report 2015

global environment-friendly
business activities, contributing
sustainable society.
with measures already under way, without changing
the fundamental concept of pursuing the growthpotential in overseas businesses while ensuring
profitability in the domestic businesses.
The management plan has defined the ideal image ofthe Mitsubishi Logistics Group to be pursued asfollows.

1. To be a reliable logistics service provider thatcan quickly cope with diversifying customer
needs and market changes in Japan andoverseas;
2. To be an enterprise with proven reliability
that provides safe and comfortable space
and trustworthy services to support people’s
jobs and lives;
3. To support customers’ value creation from acustomer-based standpoint to realize true
customer satisfaction; and4. To be an enterprise, which practices CSR
management that contributes to society, inwhich every employee has a strong sense of
mission and the ability to manage any crisis.

Initiatives for CSR management
With the establishment of our Code of Conduct in
1997, we have clearly demonstrated our stance andapproach toward further enhancing our level ofadherence to relevant laws and regulations, disclosing
appropriate corporate information, addressing andresolving global environmental issues, and providing
safe, quality and socially useful services. In addition,
the Company approved and declared in May 2014 its
support for the UN Global Compact, which is a set ofuniversally accepted CSR-related principles. The
Company considers complying with internationallyaccepted norms in the areas of human rights, labor,
the environment and anti-corruption as fulfilling its
social responsibility in its
business activities and leading
to an affluent and sustainable
society. To firmly instill thisstance throughout the entire
Group, we have clarified that
we aim to be an enterprise thatpractices CSR management in
the management plan as
described previously and haveincorporated such initiatives in specific measures.
Our logistics and real estate business activities are
deeply connected to society. To earn recognition for
the value of our existence as a member of society andcontinue to grow in the future, the Group needs tosteadily implement the goals set forth in the plan. In
particular, taking into account the increased demand
for reducing natural disaster risk stemming from theglobal increase in natural disasters, we are promoting
the construction of Disaster-Resistant and Eco-Friendly
Warehouses equipped with reinforced disasterprevention functions and enhanced global
environmental measures, as well as Disaster-Resistantand Eco-Friendly Office Buildings that have similarfunctions. As part of this initiative, the Nihonbashi Dia
Building (of which the lower floors are used as theCompany’s Head Office and trunk rooms) wascompleted in September 2014. We also intend tocontinue initiatives for global environmental measuresfrom the perspective of biodiversity.

Conclusion
As the Mitsubishi Logistics Group continues to place
top priority on sincerity and fairness, supporting
customers’ value creation with a focus on global
environment-friendly activities while fulfilling our
responsibilities to society with stable growth, we ask
for your continued understanding and support.

Mitsubishi Logistics

Environmental and Social Report 20153

Introduction of Businesses
Residences
Office buildings

The Mitsubishi Logistics Group provides high-quality services tosupport people’s affluent lives and corporate activities throughthe Logistics segment businesses centering on the warehousing
and distribution business and the Real Estate segment
businesses centering on the leasing of buildings.

Retail facilities

Real estate development
and leasing
Warehouses anddistribution centers

Air transportation

Domestic

Harbortransportation
Oceantransportation
Trunk room
service
Overlandtransportation
Trucking andrailway transportation
Logistics information system

Logistics services
Warehousing and Distribution BusinessWe are able to meet a broad range of customized logistics needs throughthe full integration of warehouses and distribution centers, which are locatedat major ports and key inland transportation areas nationwide; ourtransportation and delivery networks; and the logistics information systems
that organically link them. In this business, fixed temperature storage andrefrigerated warehouses for pharmaceuticals and fresh and processed foods
are sufficiently offered in addition to ordinary warehouses for room
temperature storage to ensure the provision of safe and efficient storage/
distribution processing/delivery services using our original information
technology and the latest facilities.
Meanwhile, we strive to reduce theenvironmental impact by promoting green
management. Furthermore, we are active inthe construction of advanced facilities that
aim to coordinate with local communities
under the concept of Disaster-Resistant and
Eco-Friendly Warehouse equipped with asolar power generation system andemergency power generators. One suchmodel warehouse is Misato Warehouse No.
2, which was completed in March 2013.

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Environmental and Social Report 2015

Overland Transportation Business
In Japan, we extend and reinforce the optimal distribution system for each customer
through a tactical combination of our national, trunk-line transit network, which is
supported by Ryoso Transportation within the Group and excellent local counterparts,
and independent collection and delivery services linking local areas. We have
expanded our transportation service for small-quantity, joint delivery needs especiallyfor foods and pharmaceuticals. In addition, we offer cargo feature-specific, diversified
transportation/delivery services including ocean freight container transportation forimport and export cargo and the transportation of heavy goods such as plantfacilities. Moreover, we endeavor to realize eco-friendly, safe and securetransportation services by drawing on our information technology and promoting
green management. Furthermore, with the cooperation with DP Network Co., Ltd., asubsidiary that specializes in the delivery of pharmaceuticals established in November
2011, we strive to realize the further sophistication of transportation quality.

Real Estate BusinessWe are involved in the real estate business in all six major cities of Japan—Tokyo,
Yokohama, Nagoya, Osaka, Kobe and Fukuoka. In addition to the redevelopmentof properties based on the optimum application of each property’s features andthe leasing of approximately 50 real estate facilities (offices, retail facilities andresidences), totaling almost 900,000 m2 of total floor space, we are involved in theleasing of condominiums. We are also active in developing Disaster-Resistant and
Eco-Friendly Office Buildings, which will help our customers enhance theirbusiness continuity and reduce their environmental burden.

Air transportation
Import/Export

Customs clearance

Oceantransportation

Harbortransportation

Shipping-related
operations

Harbor Transportation BusinessWe provide secure high-quality logistics services including
container terminal operations for integrated containerizedshipments at all major Japanese ports, namely Tokyo,
Yokohama, Nagoya, Osaka, Kobe and Hakata, to meet every
kind of customer need. We also offer a wide range of othermarine shipping related services such as importing/exportingof vessels, ship registration, and agency operations for
special ships such as oil-drilling rigs.

Overseas

Shipping Agent

Overlandtransportation
Trucking andrailway transportation

International Transportation BusinessIn response to increasingly diversifying customers’ logistics
needs, we propose optimum transportation routes door-todoor worldwide tailored to every customer’s request by taking
advantage of our global network and a variety of transportationmeans such as vessels, aircraft, railway and trucks.
Meanwhile, our overseas operating bases provide
comprehensive logistics services such as cargo transportation,customs clearance and storage of goods, as well as logistics
related support services such as consulting on legal systems
and procedures in the respective areas for customers whoplan to launch into foreign markets. Furthermore, we intend tonot be limited to transport operations but to further promoteworldwide our logistics know-how, which the Company has
accumulated over its history of more than 120 years.

Mitsubishi Logistics

Environmental and Social Report 2015

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Promotion of CSR
The Mitsubishi Logistics Group utilizes the “Guidance on social responsibility,”
complies with the “seven principles of social responsibility” (see the chart on the right)
in the practice of its social responsibility and strengthens various activities categorizedunder the seven core subjects of social responsibility (see the chart on the right).
The Mitsubishi Logistics Group streamlines an integrated mechanism (with components
such as philosophy, principles, policies, systems, dialogue and confirmation) to ensure thata socially responsible corporate culture exists within the Group and is conducted through thepractice of CSR-based activities.

Manifestation of The Three Principles of Mitsubishi’s Business Management Philosophy and the Code of Conduct, etc.
Mission, Vision, Sense of Values, Principles and the Code of Conduct
The Three Principles of Mitsubishi’s Business Management Philosophy (“Sankoryo”)
The Mitsubishi Sankoryo is a managerial creed articulated by the fourth president of the Mitsubishi organization, Koyata
Iwasaki. The spirit and values of this Sankoryo remain alive and current today as a basic philosophy of an internally andexternally open group being shared by the constituent Mitsubishi Group companies that are independent from each other.

The Three Principles of Mitsubishi’s Business Management Philosophy“Shoki Hoko”“Shoji Komei”“Ritsugyo Boeki”

Strive to enrich society, bothmaterially and spiritually,
while contributing toward
the preservation of the
global environment.

Maintain principles oftransparency and openness,
conducting business withintegrity and fairness.

Expand business, based on
an all-encompassing global
perspective.

Corporate Responsibility to Society

Integrity and Fairness

Global Understanding through Business

Code of Conduct
We have established the following Code of Conduct to realize our corporate philosophy (see page 2: Top Message)
based on the spirit of the Three Principles of Mitsubishi’s Business Management Philosophy.

Code of Conduct
We engage in business activities to secure appropriate profits and promote steady growth,
appropriately compensating our employees and stockholders while contributing to therealization of an affluent and sustainable society.
1. We shall comply with laws, ordinances and rules that enable us to honestly and fairly carry out business activities without
deviating from social norms.
2. We shall appropriately disclose corporate information in a timely manner to enhance broad communications with society.
3. We shall continue to have no contact or relations with any antisocial forces that might pose a threat to the public order andsafety of civil society.
4. We recognize the importance of environmental issues and shall actively cooperate with diverse activities for environmental
preservation.
5. We shall provide people with safe, high-quality and socially valuable services, and endeavor to conduct social contribution
projects as a “good corporate citizen” while taking into account coordination with local communities and international society.
(Established on December 16, 1997, and revised on August 29, 2005) Each subsidiary shall establish its own Code of Conduct in compliance with this Code of Conduct.

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Environmental and Social Report 2015

Seven Principles of Social Responsibility
An organization
should respect humanrights and recognize
both their importanceand their universality.
An organization
should respect
international normsof behavior, while
adhering to theprinciple of respect
for the rule of law.

Seven Core Subjects of Social Responsibility and
Their Expressions in the Group

Respect forTransparency
human rights

Accountability
Respect for An organization
should beinternational
accountable for its
norms of impacts
on society
behavior
and theCoordination with
Local Communities andInternational Society

An organization should betransparent in its decisions
and activities that have
impact on society and theenvironment.

Ethicalbehavior

An organization
should behave
ethically at all
times.

Provision of Safe,
Quality and
Useful Services

Observance of
these principles

ConsumerIssuesenvironment.

An organization should
accept that respect for Respect for
the rule of law is the rule of law
mandatory.

Respect for
stakeholderinterests

An organization should
respect, consider andrespond to the interests of
its stakeholders.

Fulfillment of Sincere andFair Business Activities(Source: Edited by the Company based on the “Guidance on Social Responsibility (JIS Z 26000)”)

Holistic
approachCommunity
Involvement
Human
and
RightsDevelopment
Organizational
Governance
Organization

Respect for
Human Rights

Labor
Practices

Appropriate
Working
Environment

Fair Operating
The
Practices
Environment
Interdependence

Environmental
Conservation(Source: Prepared with partial modification by the Company basedon the “Guidance on Social Responsibility (JIS Z 26000)” chart)

Environmental Policy
The Mitsubishi Logistics Group has formulated the Environmental Policy to clearly present its Group-wide stance on
consideration of the global environment based on our Code of Conduct.

Environmental Policy
The Mitsubishi Logistics Group recognizes the importance of environmental issues, promoting activities for environmental preservation
through corporate activities that are friendly to the environment while contributing to the realization of a sustainable society.
1. We comply with laws and regulations relating to the environment.
2. We endeavor for the training and enlightenment to raise the awareness of executives and employees about the environment andpositively commit ourselves to environmental preservation activities with the recognition that involvement in environmental issues
is indispensable to our corporate activities.
3. We strive to restrict our environmental impact by efficiently utilizing the resources and energy that are essential to our businessactivities, implementing eco-friendly logistics equipment and facilities, purchasing eco-friendly goods and promoting the
reduction of waste volume and recycling.
4. We regularly verify our initiatives regarding environmental issues to continually improve our involvement.
5. We make the Environmental Policy known to all parties affiliated with the Group and disclose it publicly. (Established on December 29, 2006)

Environmental Voluntary Plan
We have formulated the MLC (Mitsubishi Logistics Corporation)-Group Environmental Voluntary Plan as “concrete guidelines” regarding theEnvironmental Policy to review and implement specific measures in view of “measures to cope with future tightening of regulations” and“maintaining and ensuring the competitive edge of our businesses.”
The Company promotes Group-wide environmental measures including appropriate responses to laws and regulations based on this plan.
Our Declaration of Quality
Our Group has formulated “Our Declaration of Quality” to be an enterprise that grows by gaining the trust of
stakeholders including customers in accordance with the Code of Conduct.

Our Declaration of Quality
Mitsubishi Logistics Corporation works hard to ensure that our corporate activities help to create an affluent andsustainable society. Providing services that are safe, high quality and of benefit to society is one of the most importantpillars supporting our corporate activities. It is with this in mind that we strive continuously for quality improvement.
1. We always think from the customer’s standpoint and listen to the customer with sincerity, working to provide
quality services that will win the trust and satisfaction of all our customers.
2. We abide by the relevant laws and regulations, and by conducting periodic inspections and implementing
improvement efforts daily in the areas of safety and quality, our Group-wide quest is to achieve constant quality
improvement.
3. We value communication and endeavor to provide an energetic work environment in which each member of the(Established on September 1, 2008)
Company can be motivated by sincerity and pride to strive for quality improvement.

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Environmental and Social Report 2015

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Promotion of CSR

Management plan (2013–2015) (Basic Policy)
Mitsubishi Logistics Group has formulated the following four items of Basic Policy to reinforce foundations for its
growth potential and profitability. The Group intends to increase its corporate value and achieve future growth byexecuting each of these diverse measures in accordance with the Basic Policy.

Basic Policy
1. Expand logistics business activities in response to globalization.
2. Reinforce and expand the foundations of real estate business activities.
3. Improve the quality of Group services.
4. Strengthen crisis management including countermeasures against natural disasters
and thoroughly implement global environmental measures.
The outline of the management plan is as follows:
1. Ideal image
The management plan has defined the ideal image of the Group to be pursued as a corporate group incompliance with the four-item Basic Policy. ( see page 3: Top Message).
2. Plan period
FY2013–FY2015 (covering three years)
Consolidated revenue
Consolidated operating income
3. Performance targets(Unit: ¥billion)(Unit: ¥billion)
Figures of consolidated business results
200
3,000
(Unit: ¥billion)

Operating
RevenueincomeActual resultsfor FY2013
Actual resultsfor FY2014
Targets for
FY2015

Ordinary
Net income
income

1,981

121

141

85

2,043

114

144

91

2,500
2,000

155

165

102

175
150
125

1,500

155
121

114

100
75

1,000

50
500
0

2,500

2,500
1,981 2,043

25
FY2013

FY20140

FY2015FY2013

FY2014FY2015

4. Investment plan
During the plan period, the Group plans to make investments totaling ¥60.0 billion (¥22.0 billion in logistics,¥33.5 billion in real estate and ¥4.5 billion in disaster countermeasures and global environmental measures).

In-house Decision Making

Responses to Stakeholders’ Expectations

Corporate governance system

Stakeholders recognized by the Mitsubishi Logistics Group(Chart of corporate governance system)

General Shareholders Meeting
Board ofDirectors

Corporate Board of Corporate
Auditors
Auditors

Independent
AuditorCorporate Auditors’
Chamber
Executive Committee(Consultative bodyconsisting of directors
with special titles)

General Managers’
Meeting

Group Management
Meeting8

Mitsubishi Logistics

Chairman of the Board
President
Managing Directors
Respective Divisions, andChambers of the Head OfficeInternal Control
Committee

6 branches

CSR andCompliance Committee

Internal Audit
Department

57 subsidiaries (including
20 overseas subsidiaries)
15 affiliates

Environmental and Social Report 2015

Risk Management
Committee(Chart of stakeholders)
Enhance our commitment
to customer satisfaction,
earning our customers’
trust through high-quality
logistics and real estate Customers
services.
Aim to manage internal
information strictly anddisclose information at
the appropriate timeand in the appropriatemanner, in accordancewith the law.

Employees

Provide ideal working
environments while
ensuring the safety andprofessional growth ofthe employee.
Perform fair

Shareholders& investors

Develop common
interests with local
communities as a good
corporate citizen.

Mitsubishi Public business activities
by complying with
Logistics administration laws, rules andsocial norms.
Group

Local
communities

Suppliers

Sincere and fair businessactivities based on
mutual trust.

Web

Promotion of CSR for every employee
CSR & Compliance Handbook
The Group prepared the Mitsubishi Logistics GroupCSR & Compliance Handbook (63 pages in A5 format)
to nurture the awareness of each employee on CSR
and compliance. The handbook was
distributed to all executives andemployees within the Group in
January 2012 for their daily reference.
We position the handbook as astarting point to help them address
small questions and significant issues
in their routine business operations.
CSR & ComplianceHandbook

CSR and Compliance Awareness Survey
The Company and domestic Group companies provide
Web-based surveys on awareness based on the
Mitsubishi Logistics Group CSR & ComplianceHandbook and the Environmental and Social Report todisseminate the understanding of CSR and compliance.
The surveys aim to increase employees’ awareness byproviding occasions in which every employee thinks offamiliar issues and finds the answers.

Training on CSR and Compliance
As measures to address the status of compliance with the Codeof Conduct and any issues noted in the internal audit results, we
endeavor to establish good working environments bydisseminating and entrenching our corporate philosophy and theCode of Conduct and promoting CSR.
As for compliance, we hold training sessions concerningcompliance with the Act against Delay in Payment of Subcontract
Proceeds, etc. to Subcontractors with an emphasis on themethods for managing and handling relevant documents, and theobligations and prohibitions of the main subcontracting enterprise.
Web

Actual performance data on the CSR and compliance awarenesssurvey and the training on CSR and compliance can be viewed
on Mitsubishi Logistics’ Web site in “Extended version.”
HOME>CITIZENSHIP>Environmental and Social
Report>Extended version

Emphasis on communication
Timely and appropriate news releases
As the Group emphasizes the principles of social
responsibility such as accountability and transparency
in organizational decision making, news releases on
business activities are disclosed at the appropriate timeand in the appropriate manner.

You may view the news releases on the actual performancedata on Mitsubishi Logistics’ Web site in “Extended version.”
HOME>CITIZENSHIP>Environmental and Social
Report>Extended version

Information disclosure
Our IR information site is open on the Company’s Web
site. We strive to transmit information by providing“Management planning and policy,” “Stockinformation,” “IR calendar,” “Financial data” and “IRinformation” (Flash report, Annual report and Results
briefing).
For the convenience of foreign shareholders andinvestors, English-version sites are also available todisclose significant information thereto.

Dialogue between shareholders/investors,
analysts and top management
Easy-to-understand shareholders’ meetings
When we hold a shareholders’ meeting, we strive toprovide easy-to-understand information for theconvenience of attending shareholders by using video
business reports with narration.
Results briefing
Company holds results briefings
twice a year (May and November)for investors and analysts. In
addition to the explanation of thesettled accounting results, the top
management of the Company
explains management policies andアナリスト説明会
the progress of management
plans, conducts Q&A andtransmits a variety of management information. We are
active in encouraging dialogue with market players not
only through transmission of the information desired byinvestors and analysts but also by integrating the feedbackof useful views therefrom in our actual business judgment.
Web

You may view the materials for the results briefing on
Mitsubishi Logistics’ Web site in the IR Information page.
HOME>INVESTOR RELATIONS>IR Information>Presentation

Internal reporting system
To ensure early detection of actions that violate legal
ordinances or corporate regulations, as well as actions that are
in danger of violating such rules, the Mitsubishi Logistics
Group has established a corporate ethics help line (Contact:
CSR·Compliance Team, General Affairs Division) as an internal
whistleblowing and consultation mechanism to reinforce
compliance management.
To raise the degree of recognition and encourage use of
the system, at the time of the “Check of the Compliance of theCode of Conduct” in November 2014 we checked whether all
executives and regular employees of the Group were familiar
with our internal reporting system and whether they intended
to use the system. Consequently, it was confirmed that almost
all the respondents expressed an affirmative opinion,suggesting widespread recognition of the system.
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Promotion of CSR

Confirmation of major CSR activities
The Group is committed to CSR activities so that socially responsible behavior will be disseminated among employees as avoluntary corporate culture.
Checklist for the confirmation of major CSR activities

Core subjects

Objectives/Goals

Organizational
Governance

Promoting the realization of our corporate
philosophy and strategies
Review of goals, standards, etc.

Reinforce CSR and compliance

Respect for Human
Rights

Improvement of the awareness of human rights

Respect human rights

Rewarding and friendly working conditions

Demonstrate every employee’s personality and competence,
undertake necessary security procedures, and support thecoexistence of employees’ working life and home life

Ensuring the security of workers

Ensure the security of workers

Human resources development and training

Develop competent human resources who meet therequirements of global human resources and who canmanage global operations

Reduction of CO2 emissions as a measure for
reducing climate change

Further reinforce environmental countermeasures

Use of renewable resources

Preserve resources by reducing the environmental
impactContribution to the recovery of the eco-system

Global environmental measures from biodiversity
perspectives

Prohibition of unfair advantage in competition andpromotion of fair and open competition

Reinforce CSR and compliance
Upgrade information security management

Provision of socially and environmentally beneficial
high-quality services

Improve service quality

Promotion of disaster measures to maintain service
functions

Maintain infrastructure in case of disasters

Contribution to the community’s cultural activities

Contribute to cultures in local communities

Contribution through donations, etc.

Support to victims of disasters

Appropriate
Working
Environment

Environmental
Conservation

Fulfillment ofSincere and Fair
Business Activities

Provision of Safe,
Quality and UsefulServices

Coordination with
Local Communities
and International
Society

10

Tasks

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Environmental and Social Report 2015

We summarize hereunder the setting of “Objectives/Goals,” the planning of “Activity process” and the confirmation of“Achievements/Results” with regard to major CSR activities that are categorized under the Seven Core Subjects in accordancewith the “Guidance on Social Responsibility” guidelines.

Activity process (Plan)

Division/Chamber/
Branch and/or Group
companies in charge

Achievements/Results● Briefing meetings on our Management Plan held at each branch by Managing● Disseminate the corporate philosophy and the management plan.
● Deliberate how to promote CSR at the CSR and Compliance Committee.

● Strive to disseminate the awareness of respect for human rights among all

employees by establishing a dedicated promotion system.
● Conduct education on human rights.

● Streamline the personnel system in the pursuit of creating worksites where

employees can demonstrate their personality and competence.

● Execute industrial safety and health-related measures to maintain andenhance employees’ health.
● Promote a work-life balance to support the sound development of the nextgeneration children.
● Work on industrial safety and health-related activities among operating basesin an aim to prevent occupational disasters.
● Promote the prevention of occupational disasters and conduct periodic
disaster prevention drills and meetings in the Port and Harbor Operations
Business.
● Endeavor to develop human resources that can contribute not only tocorporate growth but also to social development.

● Promote the construction of Disaster-Resistant and Eco-Friendly Office

Buildings, which focus on ensuring business continuity in case of a disasterand considerations for the global environment.
● Enhance the shift of existing lighting devices to LED lighting by utilizing
governmental subsidy funds.
● We promote the implementation of large-scale solar power generation

facilities in existing facilities in line with the government’s policy of enhancing
the use of renewable energy.
● Expand the use of “i-MiEV,” Mitsubishi Motors’ electric vehicles.
● Promote the reduction of waste.

● Conduct reforestation through volunteer activities and donations as a partnerof reforestation of Kanagawa Prefecture.

Director in charge of personnel and planning.
● Worksite meeting held every month (dissemination of our corporate philosophy
and our Management Plan).
● Mar. 2015: Held the CSR and Compliance Committee meeting (for CSR promotion).
● FY2014 Human Rights Enlightenment Training held with 39 participants.
● Delivered lectures on human rights upon request from the Industrial Federation for

Human Rights, Tokyo.

year.

● Conducted “Health Promotion” seminars and annual health checkups.
● Beneficiaries of the child-care leave system: 8; beneficiaries of the care leave● Monthly convening of Industrial Safety and Health Committee.
● Number of serious occupational accidents in the Port and Harbor Operation

Business: zero.

● FY2014 onsite logistic capability training with 91 participants.
● Training for young staff at subsidiaries and affiliates held with 15 participants.
● Training for employees engaging in the real estate business for the first time held

● Sept. 2014: The Nihonbashi Dia Building (Disaster-Resistant and Eco-Friendly

Office Building) completed.

● FY2014: The Nihonbashi Dia Building and the Kobe Harborland commercial facility

complex umie MOSAIC received the Good Lighting Award 2014.

● FY2014: The existing lighting devices (more than 2,800 units in total) at our● Perform joint drills for earthquake countermeasure.
● Deepen people’s understanding of the logistics of relief supplies in case of

warehouses was changed to LED lighting.

started operation at the Tosu Warehouse (in June), the Rokko Cold Storage
Warehouse (in October) and the Sendai Warehouse (in December).

● FY2014: Five “i-MiEV” electric vehicles introduced.
● Feb. 2015: The Eitai Dia Building was certified as a “Top Level Facility” under theTechnical Division
Real Estate
Division
Branches

Technical Division
Branches
Nagoya BranchTokyo Metropolitan Environmental Security Ordinance.

General Affairs
Division
Tokyo Branch
Yokohama Branch● Reforestation activities called off due to bad weather.

Proceeds, etc.; Number of participants: 1,826 (Web-based check).

● Regular quality improvement conference held.
● Quality education at monthly safety conferences and information exchanges atregular conferences with customers conducted.

● Mar. 2014: A new warehousing and distribution center operations system (G-MIWS)

implemented at the Aomi Office, Tokyo Branch.

● Mar. 2015: Head Office and the Tokyo Branch jointly performed an earthquake

countermeasures drill (with approximately 50 participants).

large-scale disasters.
● Pursue additional designations of our facilities as relief supplies and materials
facilities, which is a concept primarily advocated by the Ministry of Land,
Infrastructure, Transport and Tourism.

● Participated in FY2014 disaster logistics training, which was sponsored by the● Hold supporting events for reconstruction from the Great East Japan● Aug. 2014: Held the “Tohoku Marché” and the “Charity Ennichi (Street Fair).”● Nov. 2014: Conducted the “Yokohama F-Marinos Charity Auction.”

Earthquake.

Personnel Division● FY2014: Solar power generation facilities with total energy output of 1,560 kW● FY2014: Prevention of Insider Trading Course; Number of participants: 40.
● Number of respondents to the FY2014 Information Securities Questionnaire: 2,679.

subsidiaries and affiliates.
● Reestablish our information systems for warehousing and distribution center
operations to improve the quality of logistics.

Personnel Division
HarborTransportation
Business Division
Brancheswith 8 participants.

● FY2014: Compliance with the Act against Delay in Payment of Subcontract● Take specific initiatives for quality improvement at each of the operating sites,

Personnel Divisionsystem: 27.

● Distribute information security questionnaires to disseminate the awarenessof security.

Personnel Division● Self-declaration once a year and interviews for appraisal conducted three times a● Hold training sessions for the compliance of the Act against Delay in Payment

of Subcontract Proceeds, etc., and the prevention of insider trading.

General Affairs Division
Personnel Division
Planning & Business
Coordination Division
Other Divisions, Chambers
and Branches

Ministry of Land, Infrastructure, Transport and Tourism.

● Two of our facilities were additionally designated as relief supply and material

facilities, bringing the total to 11.

● Raise and provide relief funds for disasters that happen in Japan andoverseas.

Mitsubishi Logistics

General Affairs
Division
Information
Systems Division
Planning & Business
Coordination Division
Warehousing and Distribution
Business DivisionTokyo Branch
General Affairs Division
Kobe Branch
Warehousing and Distribution
Business Division
Nagoya Branch
Real Estate Division
Yokohama Dia
Building
Management
Corporation
General Affairs Division
Other Divisions,
Chambers and
Branches
Group companies

Environmental and Social Report 201511

Organizational GovernanceTo ensure socially responsible positive decision making, it isnecessary to establish organizational processes to optimally utilize
the Group’s philosophy, strategies and standards.
As for organizational governance, the Group recognizes andstrengthens such issues as “Promoting the realization of our corporate
philosophy and strategies,” “Entrenchment of the compliance ofstandards, etc.,” “Confirmation of the processes of implementation foraction plans” and “Review of goals and standards, etc.”

Promoting the realization of ourcorporate philosophy and strategies
Disseminating the corporate philosophy
and the management plan (Basic Strategy)
The Group has expressed the goal of “contributing to
the realization of an affluent and sustainable society” in
its corporate philosophy (see page 2: Top Message) tomake its intent of strengthening social responsibility
known to every party concerned within the Group.
To facilitate this goal, the Company formulated in its
management plan the following Basic Strategy andDetailed Strategy (excerpt) and endeavors todisseminate it at worksite meetings and otheroccasions.

Basic Strategy and Detailed Strategy (Excerpt)
1. Reinforce risk management centering on natural
disaster countermeasures.
2. Strengthen global environmental measures.
3. Create a corporate culture in which all
executives and employees are eager to behave
positively by thinking independently.
4. Promote personnel development fosteringexpertise and global perspectives.
5. Strengthen initiatives to revitalize organizations
by drawing on diversified human resources.
6. Improve the quality of services.
7. Reinforce in-house education and the checksystem in the pursuit of thorough compliance.

Worksite meeting (Minamihonmoku)

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Mitsubishi Logistics

Environmental and Social Report 2015

In executing the Basic Strategy and the Detailed
Strategy above, the Group complies with the sevenprinciples of social responsibility under the Guidanceon Social Responsibility. The Group companies havestipulated the Code of Conduct in line with the sevenprinciples, and their employees strive to self-check andconfirm their behavior by using the CSR & ComplianceHandbook.

Review of goals, standards, etc.
Deliberating at the CSR and Compliance
Committee (meetings held in March)
To promote CSR activities in the Group, the CSR andCompliance Committee was established in September
2006.
In fiscal 2014, the committee met in March anddeliberated on the reports and revisions regarding CSR
activities in accordance with the Guidance on Social
Responsibility, which is used as the basis for theEnvironmental and Social Report, as well as on the
improvement of compliance based on the self-check of
the status of complying with the Code of Conduct.

Worksite meeting (Fukuoka Branch)Entrenchment of thecompliance of standards, etc.
Disseminating the awareness ofcompliance
The Group endeavors to disseminate the awareness ofcompliance based on corporate ethics in every employee
through the employee’s self-check on the status ofcomplying with the Code of Conduct, which was formulated
as the social norms for employees in executing their duties,
as well as by thoroughly promoting training on compliance.
The self-check on the status of compliance previously
targeted the Company and domestic Group companies.
Effective from fiscal 2013, the scope of the self-check has
been extended to cover overseas Group companies using
English texts.
Web

Actual performance data on the compliance situation of
the Code of Conduct may be viewed on Mitsubishi
Logistics’ Web site in “Extended version.”
HOME> CITIZENSHIP>Environmental and Social
Report>Extended version

Business processes are confirmed via
internal audit
The internal audit of the Company is performed mainly by
the Audit Division in accordance with the internal audit
regulations and the internal audit plan. The audit operation
is supported by branch auditors and audit assistants
positioned at Head Office and respective branches. The
purpose of the internal audit is to precisely grasp the statusof corporate affairs and the financial position so as to be ofhelp for management’s prevention of fraud, errors andfaults, and rationalization such as improvement of business
operations and raising operating efficiency. The Audit
Division reports the results of audits regarding the Company
and subsidiaries to the management team. The General
Affairs Division supports the follow-up checks on any issues
noted in the audit results, if any, and reports the results tothe management team.
The Audit Division keeps close contact with thecorporate auditors and provides them with internal audit
information to cooperate with the corporate auditors’ audits.

Worksite meeting (Tokyo Branch)

Confirmation of theimplementation of action plans
Confirming the appropriateness ofoperations via internal control
The Board of Directors of the Company resolved the “Basic
Policy on the Improvement of an Internal Control System” toensure the appropriate execution of duties by executives andregular employees and the appropriateness of corporate affairs.
Furthermore, the Company improves the systems necessaryfor ensuring the appropriateness of financial reporting andprepares and submits the Internal Control Report regarding theevaluation of the effectiveness of internal control relating tofinancial reporting in accordance with the Financial Instruments
and Exchange Law.

Confirming the process for bonded operations, etc.,
under the Authorized Warehouse Operators’ Program
The Authorized Warehouse Operators’ Program is a system forcertifying managers of bonded warehouses and bonded factories
as authorized warehouse operators after they meet set
conditions concerning compliance and other regulations, inaccordance with the Authorized Economic Operator (AEO)
guidelines of the World Customs Organization (WCO). Theseauthorizations ensure preferential treatment such as
implementation of simplified procedures requiring only notification
to build bonded warehouses, exemptions from permit fees, etc.
Mitsubishi Logistics received approval as an authorized
warehouse operator from the Director-General of Tokyo Customs
in April 2008. We will further enhance compliance activities incustoms-related processes and all other import/export services
in our sincere attempt to provide highly reliable and dependable
logistics services for our customers.
Meanwhile, Monryo Transport Corporation and Keihin Naigai
Forwarding Co., Ltd., both of which are Group companies,
acquired certification as Authorized Customs Brokers as of
September 25, 2012, and June 9, 2014, respectively. An
Authorized Customs Broker is a customs clearance operator
subject to various preferential privileges, which is authorized by
the customs office to arrange for security management andcompliance regarding cargo. Both companies intend to improvecustomer services by leveraging their qualification for preferential
declaration. We will work to compatibly ensure higher security
and more trade facilitation in the field of international logistics.

Worksite meeting (Osaka Branch)

Mitsubishi Logistics

Environmental and Social Report 201513

Respect for Human Rights
Respecting human rights is the basis for complying with laws andregulations and fulfilling social responsibility.
Regarding the respect for human rights, the Group recognizes andaddresses such issues as “Improvement of employees’ awareness ofhuman rights.”

Improvement of theawareness of human rights
Striving to disseminate the awareness ofrespect for human rights with every employee
by establishing a dedicated promotion system
The Company is committed to enlightening of humanrights issues among employees with the aim of creating
a “positive worksite atmosphere in which every
employee’s human rights are respected and personal
competence and personality can be fully
demonstrated.”Specifically, every year the Company offers a humanrights enlightenment course of 1–2 hours in thestratified training curriculum under the establishedhuman rights training promotion system.
In fiscal 2014, a total of 39 employees participatedin the training, which targeted new employees andnewly appointed managerial staff.
At the training sessions, participating employees
not only received lectures but also exchanged views on
diverse concrete examples to deepen theirunderstanding.
The Company endeavors to raise the awareness ofhuman rights by inviting slogans on human rights
enlightenment even to loaned or dispatched staffers. In
parallel with this approach, we have established aharassment-dedicated counseling contact that takes
initiatives to prevent or resolve various worksite
harassment cases.
Web

Actual performance data on human rights training
can be viewed on Mitsubishi Logistics’ Web site in“Extended version.”
HOME>CITIZENSHIP>Environmental and Social
Report>Extended version

14

Mitsubishi Logistics

Environmental and Social Report 2015

Slogan on human rights (Employees’ section)

Precious are all lives being born,
No difference where in the world it is.
Slogan on human rights (Family section)

Whoever it is, Everyone is different, and it’snatural that way.

VOICE

Reflection on the Human
Rights Training
Minami Sawada
Rokko Cold Storage Office, Kobe Brancht the training, we learned mainly about “Whatare human rights?” and other issues such as“Discrimination on the basis of race and disability,”“Gender discrimination issues” and “Powerharassment.” Based on an actual lawsuit as an
example, and concerning some cases that areconsidered discrimination that could happen in ourdaily lives, we, the participants, exchanged views
and together considered how to create a safe
environment where we can focus on work without
such sensitive problems, as well as how to ensure
diversity and prevent harassment.
The training helped us realize that we all aretrapped by our own subconscious prejudices andillusions and the issues related to discriminationand human rights affect us daily. To create a societythat is good socially, environmentally and from theperspective of human rights, I keenly feel theimportance of each of us having such recognition,
being aware of the various situations of people
other than ourselves, respecting each other andvaluing human connections.

AAppropriate Working Environment
An appropriate working environment serves to stabilize employees’ living
standards, is the source of meaning in employees’ lives and is indispensable forsafety and health, productivity growth, human resource development and so forth.
Regarding the appropriate working environment, the Group recognizes andaddresses such issues as “Respect of labor-management relations,” “Employment
and the importance of the employment relationship,” “Rewarding and friendly working
conditions,” “Ensuring the security of workers” and “Human resource development andtraining.”

Respect for labormanagement relations
Having close communications with thelabor union
The collective labor agreement entered into between
the Company and the Mitsubishi Logistics Union
stipulates the responsibility of the Company and that of
the union as follows on the stance of labormanagement cooperation.
1. (Company’s Responsibility)
The Company shall proactively strive to maintainand improve the working conditions and promote
the welfare of employees to improve the status of
employees and ensure stable livelihoods.
2. (Union’s Responsibility)
The labor union shall strive to maintain public orderat the worksite and promote the working
capabilities of its affiliated employees, as well as
fully cooperate with the Company for the growth of
the Company’s business based on democratic
foundations.

Labor-management consultations and negotiations
are handled at the Management Conference, which is
attended by representatives of both parties.
There are two types of Management Conference:
the Central Management Conference, which is held
between Head Office and the union’s headquarters,
and the Operating Site Management Conference,
which is held between each branch and each lodge.
Each conference meets once per month.

Employment and the importanceof the employment relationshipEndeavoring to ensure human resources
systematically and stably while respecting equal
employment opportunities and diversity
In recruiting employees, our basic policy is to respectequal employment opportunities and diversity.
In our recruiting activity, we have introduced an
openentry system without making any distinction as
regards the school of graduation or faculty that takes
into account the fair employment of applicants from along-term perspective to systematically and stably
ensure human resources.
We offer a wide range of opportunities to both newand professional or experienced applicants by making
the most of the Company’s Web site and various kindsof PR media.
Status of employees

(as of the end of March 2015)

Item

In fiscal 2014

Number of regular
employees (consolidated)

4,452

Number of temporary
employees (consolidated)

2,367*Group companies have no statistical data regarding employees’
average age and years of service.
Number of regular employees(non-consolidated)

845 (564 men and 281 women)

Average age(non-consolidated)40.1 years

Average years of service(non-consolidated)17.2 years

Number of temporary employees(non-consolidated)

682

Central Management Conference (Head Office)Mitsubishi Logistics

Environmental and Social Report 201515

Appropriate Working Environment

Rewarding and friendly
working conditions
Strive to improve the environment in which both
employees and the Company can raise mutual values
The basic philosophy of the Company’s personnel
policy is to assist its employees to grow and improvetheir worklife balance and to assert that both
employees and the Company can raise mutual values
through the sustainable growth of the Company.
To realize this philosophy, the Company endeavors
to improve worksite environments so that employees
can demonstrate their individuality and competence tothe utmost with improved motivation and better
workplace environments, through a variety of personnel
and educational systems.

Streamline the personnel system in the pursuitof creating worksites where employees candemonstrate their individuality and competence
The Company strives to improve worksite environments
in which every employee can fully demonstrate his/herindividuality and competence.
Self-declaration system
According to the self-declaration system, theCompany’s employees declare their satisfaction ratingwith their current duties and career plan among others,
once a year. The declaration includes the desiredconditions of their next workplace, etc., so that theCompany may pay attention not only to employees’
business duties but also to every employee’s life plan.
The content of the declaration is actually used for
personnel transfers and the career development
program.
Evaluation and treatment of employees
The Company treats employees in accordance with
fair, transparent and well-received appraisal systems.
Direct interviews between managers and subordinates,
which are held three times a year (at the time of target
setting, midyear retrospection and year-end
retrospection) are especially emphasized. The
evaluation results are used for an appropriate divisionof labor within the business unit and advice on careerplanning.

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Environmental and Social Report 2015

Execute industrial safety and health-related
measures to enhance employees’ good healthTo effectively fulfill its obligation of safety, which is
required of every corporation, the Company proactively
takes initiatives to maintain and promote employees’
health.
Regular medical checkup
A medical checkup is conducted once a year that
focuses on tests for lifestyle-related diseases. Although
long working hours have become a social problem inrecent years, the Company has implemented aframework to minimize the health risks of employees
due to a heavy workload through enhanced interview
guidance from industrial physicians to those with long
working hours.
Health promotion
Health promotion seminars are held for the purpose ofmaintaining good health and improving the lifestyle ofemployees. At these seminars, in addition to lectures(on mental health and eating habit guidance) given byexperts, simple aerobics dance programs are offered
to encourage employees to engage in light physicalexercise.

Involvement in mental health activities focusing
on “prevention and recurrence prevention”
The Company considers it important to support every
employee in having a purposeful life by ensuringsystematic and constant care for his/her mental health.
To promote mental health care in accordance withthe “Guidelines for maintenance and promotion ofmental health for workers” of the Ministry of Health,
Labor and Welfare, the Company has taken a variety of
initiatives such as reinforcement of in-house educationand training, cultivation of dedicated staff in charge at
operating sites, execution of stress checks andimprovement of networks via collaborations withexternal professional organs.

Promoting the work-life balance to support thesound development of the next-generation children
Pursuant to the implementation of the Act on
Advancement of Measures to Support Raising NextGeneration Children, the Company formulated the“Ordinary Business Owner Action Plan” andimplemented the “Child-care leave system,” the“Shorttime regular employee system,” the “Nursing
care leave system,” the “Care leave system” and the“Family care leave system” to assist with thecoexistence of employees’ working life and home life.
Furthermore, the Company encourages the enhanced
use of annual paid vacations to reduce working hours
in a year and has introduced a systematic granting
system (six days per year) of annual paid vacations
under labor-management collaboration.

VOICE

Having Taken Child-care Leave
Aya Urata
Warehousing and Distribution
Business Dept. A, Yokohama Branch

took child-care leave
twice, once for my son and once for mydaughter. Children grow every day, but infancy
elapses quickly and every moment is precious.
Using the child-care leave, I was able to spend
priceless time with my children during an important
period of their growth.
My children are now six and two years old, andthey still need much care, but I am able to keep agood balance between child care and work thanks
to much support from my colleagues.

I

VOICE
Care Leave

Tomomi Koga
Retail Property Team, Real EstateDiv., Head Office

or a family with both parents working and apreschool age child, when we wake up in
the morning to find our child has a fever of morethan 37.5˚C, the situation is serious. A child can geta high fever in the morning even without any sign ofit the night before. Wishing to keep working without
interruption, I worry if I can find someone to takecare of my child. However, I can take a care leave ifnecessary to switch my mind and make anappropriate decision as a parent and care for mychild at home. Especially in the case of sudden
illness, I really feel sorry for my colleagues. Thanks
to their understanding, since I returned to work
after my child-care leave, I have been able tocontinue working, keeping a balance between workand life. Although the care leave system previously
was limited to use only for illness, it was changed
to cover vaccination and health checkups as well. I
was able to take a care leave to take my son, whostarted going to school in April of this year, to ahealth checkup before entering school. With
appreciation and a total sense of responsibility, I
passionately engage in the operation I am in chargeof.

F

Acquisition results for various systems
Results (number of beneficiaries)

SystemDescription

FY2010FY2011FY2012FY2013

FY2014

Childcare leave

Leave of absence is allowed for a desired period
until a child becomes 2 years old.

14

9

6

7

8

Short-time regular Service hours may be reduced by up to 2 hours
employee
per day for nurturing a child.

11

16

17

17

18

Nursing careleave

Leave of absence is allowed for a desired period
within one year to take care of a family member inneed of nursing care.

0

0

1

0

0

Care leave

Paid leave for nursing care of a child (up to 10
days per year)

23

33

27

31

27

Family care leave

Paid leave for nursing care of a family member inneed of nursing care (up to 10 days per year).

5

3

1

1

0

(newly established in FY2010)*Child care leave system and nursing care leave system are counted beginning from the time of system introduction.

Mitsubishi Logistics

Environmental and Social Report 201517

Appropriate Working Environment

Promoting welfare measures to help
employees store up the energy to work
A variety of systems are available in compliance withthe three catchphrases of “Provision of security,”“Recreation” and “Promotion of residential houseacquisition” for the promotion of employees’ welfare.

Major welfare programs of the Company:
1. Provision of security
Retirement benefits, corporate pensions, family
allowance, housing allowances, condolencemoney, celebration of a birth, the ESOP (Employee
Stock Ownership Plan) association, groupinsurance, the reserve for pension and asset
formation, multipurpose accommodation loans andthe granting of company-owned houses to
employees via job transfers
2. Recreation
Recreation facilities, in-house sports events(baseball, tennis and futsal), the Mitsubishi firms’
martial arts tournament, refresh leave (long-service
and midlevel workers)
3. Promotion of residential house acquisition
Reserve for house acquisition and asset formation,
in-house loans and tie-up loans

To ensure employment opportunities for theelderly, motivated retiring employees are provided
with places to demonstrate their competence
In terms of employment opportunities for the elderly,
the Company has strived to guarantee the employmentof employees up to 62 or 63 years old before theestablishment of the related laws through measures
such as a job placement service to help them bereemployed by subsidiaries or affiliates and thereemployment of those with expertise in certain
business fields.
In response to the establishment of the relevantlaws, we established our continuing employment
system to ensure that applicants can continue to work
up to 65 years old under certain criteria, and thesystem has been applied to 80%–90% of those
applicable.

Improving access in the work environment to increase
the employment of physically challenged people
There are physically challenged employees who workin diverse operations of the Company. As of June 1,
2014, the Company filled its legal employment quota ofphysically challenged employees as a result of theaggressive execution of various initiatives. We willcontinue to steadily strengthen improvements of theworksite environment in which physically challenged
persons can easily demonstrate their capabilities andcompetence.
Employment ratio of physically challenged employees

In-house recreation event (Group picture, karate section of the Mitsubishi
firms’ martial arts tournament at the Nippon Budokan)

VOICE

Participated in the Mitsubishi
Firms’ Martial Arts Tournament
Takaaki Kito
Business Coordination & Development
Dept., Warehousing and Distribution Business Division

he purpose of the Mitsubishi firms’ martial arts
tournament is building friendship among employees ofthe Mitsubishi Group companies through competing in the
kendo, judo, kyudo (Japanese archery) and karate sections. Thistime, I participated in a karate team representing ourCompany—our Company's first-time entry to the karate section.
Although our team lost its first match, I felt proud of having
participated as part of a representative team of our Company. I
keenly felt the joy of working together with other people toward
the same goal. I also got to know the participants from othercompanies, which made this experience even more significant.

T

18

Mitsubishi Logistics

Environmental and Social Report 2015

June
2010

June
2011

June
2012

June
2013

June
2014

Number of physicallychallenged employees (actual)

13

16

18

17

16

Employment ratio (%)

1.70

2.06

2.30

2.15

2.05

Ensuring the security of workers
Striving to conduct industrial safety and healthactivities via collaborations among operating basesin the pursuit of prevention of industrial accidents
Each branch has an “Industrial Safety and Health Committee” (and a
Health Committee at Head Office) to share information with operatingbases including operation-commission and cargo-handlingcompanies to which operation is outsourced with regard to diverse
initiatives related to industrial
safety and health. In addition,
we strive to prevent
occupational disasters byconducting safety and healtheducation and safety patrols
inside and outside the facilities.
Health Committee (Head Office)Overland transportation: Strengthen ensuringsafety with safety measures and the prevention of
accidents in the transportation field
Ryoso Transportation Co., Ltd. (an overland transportation-dedicatedcompany in charge of the overland transportation business of theCompany), aims to increase the security of transportation and ensure
safety through concerted efforts with the recognition that ensuring
the security of freight transportation is the pillar of our business
management.
In addition, fully recognizing the public nature and importance ofthe trucking business apart from compliance with relevant laws andregulations such as the Motor Truck Transportation Business Act andthe Road Traffic Act, we check operations at all times from a safety
viewpoint. As initiatives for daily accident preventive activities, wehold safety conferences, conduct safety patrols and all-branchmarketing staff conferences, and conduct thorough checks at all
car-allocation bases using a high-performance alcohol detector unit
to check at the roll call whether any crew members have been
drinking.
In addition, we implement initiatives for industrial safety andhealth via appropriate instructions and education given to crew
members based on the results of regular medical checkups, to whichtests for lifestyle-related diseases have been added, and regulardiagnosis of the driving competence of the truck crews is conducted.

Harbor transportation: Promote the preventionof occupational disasters and conduct periodic
disaster prevention drills and meetings
The port and harbor operations inevitably involve a variety of cargohandling work in association with the receipt and delivery at ports.
We therefore regularly conduct safety-related drills and hold regularconferences as specific countermeasures that have been preparedby operating sites to safely and smoothly perform cargo handling
operations.
To prepare for various kinds of occupational disasters and cargo
accidents, it is important to raise awareness of safety and health andshare the intent with all workers. To this end, we strive to understandand improve the operating site environment from all angles.
Furthermore, to prevent occupational disasters and cargo
accidents, it is vital that warnings are given with reference to past

accident examples and that effective countermeasures are always
pursued and proactively executed. We are confident that the
cumulative effects of these safety-focused daily efforts will help
prevent serious occupational disasters and ensure the safety ofworkers.
Specific initiatives executed at the respective ports are
summarized in the table below.

Safety patrol (Minamihonmoku
Office, Yokohama Branch)

Safety and health meeting (Minamihonmoku
Office, Yokohama Branch)

Description of specific initiatives taken at the respective
ports and results/achievements

Description● We hold a briefing meeting before the ship operations to confirm thecontent of the intended operation, check the work uniform including thefluorescent vests and call workers’ attention to safety (daily).

● A safety and health meeting is held jointly with the relevant suppliers(monthly).

● We strengthen the safety patrols at operating sites jointly with therelevant suppliers (monthly).
(Quarterly joint patrols are conducted with the participation of superiors.)● We regularly confirm and replenish safety gear (safety belts for high-place

operations, fluorescent safety armbands, emergency stretchers, etc.).

● Information such as cases of accidents is shared with other operators

operating at the same harbor terminal at operators’ liaison meetings,
etc., and the content is shared at safety conferences at our worksites
and with suppliers.

● We promote the speed limit for dedicated, in-yard trucks, which are

driven within the container yards (via the successive installation ofexcessive speed lamps).

● We participate in outside workshops and training sessions (as needed).

Results/Achievements
No serious occupational accidents were reported in fiscal 2014.

VOICE

Strengthening the Task
of Ensuring Safety
Manabu Namatame
Section Chief, Sales Division,
Ryoso Transportation Co., Ltd.

s a trucking business operator, I strive to ensure safety
and security, complying with relevant laws andregulations, in the pursuit of higher transportation quality, aiming
for logistics that can contribute to people’s lives. We conductsafety patrols and hold monthly safety conferences to provide
related training for crews and clerical employees according to
the type of their tasks. We also share safety-related information
and are establishing an internal communications system.
Furthermore, the content of operation is reviewed at each
operating base, thereby aggressively improving operations.
(Group company of Mitsubishi Logistics)A

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Environmental and Social Report 201519

Appropriate Working Environment

Chinese national staff training 1

Human resources development and training
Endeavor to develop human resources that can contribute not
only to corporate growth but also to social development
Ideal image of desired human resources
With the Code of Conduct in mind, every employee
aims to undertake a role not only in corporate growth
but also in the development of society by conducting
himself/herself in the following manner.

Extending the Scope of In-House Lecturers
for the Onsite Logistics Capability Training

Training system
The Company focuses on developing human resourcesthat can precisely respond to internal and external needs.
The Company therefore strives to upgrade employees’
business skills and the organization’s strength throughtraining by service year of employment. At the same time,

At the onsite logistics capability training, the lecturers aredispatched from among active employees so that
employees assigned to posts at logistics sites canimprove their necessary expertise and skills.
Onsite training was conducted with a warehouse site
as a case study. In order to learn practical management
and improvement methods for warehouse sites geared tothe actual situation, and for the acquisition of knowledge
required to enhance safety at worksites as a leader of
each site, a new practical onsite improvement seminarhas been established.
Participants toured around the warehouse taken up as
the case study, looked for issues and ingenious points
that are devised, and discussed methods of improvement
within the training groups. These tasks enabled
participants to learn practical knowledge which can beutilized in the improvement of each of their worksites.

VOICE

VOICE

1. Keep faith in others, and conduct yourself with integrity and asense of fairness.
2. Conduct yourself autonomously.
3. Respond flexibly to environmental changes.
4. Demonstrate expertise and act with a sense of creativity.
5. Have a good teamwork spirit and cooperate with yourcolleagues.

Reflection on the Onsite
Logistics Capability Training
Atsushi Nishida
Daikoku No. 2 Office, Yokohama Branch

took the safety and health and logistics
I improvement courses. At the logistics
improvement course, I reconfirmed thateliminating even a few seconds of wasted time can leadto significant long-term improvement in the efficiency ofoperations. I noticed that my awareness of improvementin operational efficiency had not been strong enough,distracted by handling many daily duties. Also, I learned
about the Nagoya Branch’s initiative to reduce overtime
work. I would like to contribute to creating a better work
environment at my worksite so that everyone can workwith ease.
It was a good opportunity that helped me reconsider
the creation of a more pleasant work environment andthe improvement of daily operations at warehouse sites.

20

the Company offers several training programs to raise
employees’ expertise such as management capabilities,
readiness for globalization and operational capability toenable employees to acquire professional skills in
response to the content of their business duties.

Mitsubishi Logistics

Environmental and Social Report 2015

Reflection on the Onsite Logistics
Capability Training(Initiative to Reduce Overtime)
Tatsuya Yokoyama
Sairyo Service Co., Ltd.

learned about the actual initiative to reduce
overtime work at the Komaki Office, Nagoya
Branch, as an example of a specific measure to
reduce overtime, its rationale and the resulting actual
reduction of overtime.
The busier the situation, the more difficult it is tochange the status quo. However, I was impressed by theconcerted efforts throughout the worksite toward
improvement, which also refreshed my belief in theimportance of teamwork as a driving force toward
improvement.
Applying what I learned to my worksite, I intend tocooperate with colleagues and associates toward
operational improvement.
(Group company of Mitsubishi Logistics)

IChinese national staff training 2

The middle level staff training

Chinese language training

Offsite meetings

Training for (Deputy) General Managers

Conducted Training Targeting the Young
Staff of Subsidiaries and Affiliates

Conducted Training Targeting Employees Engaging
in Real Estate Business for the First Time

We conducted two trainings for the young staff of subsidiaries
and affiliates at the Sengokuhara Training Center, on February
5–6, 2015, and March 9–10, 2015, for the purpose of
improving the management capability of the entire Group inaccordance with the Management Plan.
These training programs, each attended by about 15
persons from the Company’s subsidiaries and affiliates,
focused on safety and health, communication capabilities andfollowership, which is designed to nurture future leadership.
These programs became a place where one could
interact with employees from other companies of the Groupand helped enhance the motivation of each participant.

For employees engaging in real estate business
operation for the first time, we conducted training on
February 16–25, 2015, so the participants could
acquire basic knowledge on the real estate business.
Eight participants learned basic knowledge on theoutline of the Company’s real estate business, lease/rental contracts and income and expense calculation.
They acquired a deeper understanding of the outline ofbusinesses conducted by the buildings, residences
and commercial facilities businesses of the Company.

VOICE

VOICE

Participating in the Training for Young
Staff of Subsidiaries and Affiliates
Noriko Tohyama
General Affairs Division, Dia Systems Corporationt the training for young staff of subsidiaries andA affiliates, I learned about safety and health, mental
healthcare, young staff’s roles/responsibility andfollowership.
The group workshop, where various opinions were
exchanged among diverse participants from different typesof business, was a great experience for me, as I felt that
listening to diverse viewpoints helped to broaden myperspective. Also, because all the participants were young, it
was easy for me to make comments and it didn’t take muchtime to get to know each other. It was a good opportunity for
employees of subsidiaries and affiliates to interact with eachother, and we enjoyed learning many things there.
I would like to strive to use the knowledge I got at thistraining for my work.
(Group company of Mitsubishi Logistics)

Participating in the Training Targeting
Employees Engaging in Real EstateBusiness for the First Time
Takaya Kikuchi
Real Estate Business Dept. Nagoya Brancht this training, which lasted about two weeks, I
learned the general content, including theCompany’s real estate business and issues, bylistening to lectures given by each of the office building,residences, commercial facilities and operations teams, andvia workshops and property tours. The property tours wereconducted by senior-level staff who had been part of the
Nihonbashi Dia Building project, residential development andoperation of a commercial facility (Yokohama Bay Quarter),and I listened to their way of thinking and their experiences,which was a great experience for me. Using the knowledge I
gained through this training and with a sense of responsibility
and self-awareness, I would like to strive daily to help
improve the building management operation at the Nagoya
Dia Building, which I am assigned to.

A

Mitsubishi Logistics

Environmental and Social Report 201521

Appropriate Working Environment

Human resources (training) systems
National-type employee development course:
Engage in a wide variety of corporate operations as core executives who facilitate business growth andmanagement in a variety of regions including overseas.
Development policy: Have the participants experience a variety of roles and duties. For 12 years after joining the Company,
transfers are conducted at intervals of about four years, in principle.
Basic role:

Region-type employee development course:
Basic role: Become familiar with andunderstand the characteristics
or features and local businessduties of a certain region in
preparation for the smoothfulfillment of corporate
operations.
Development policy: Nurture employees via OJTfocused training and rotate jobs
so that employees can become
familiar with operating knowhow in various areas.

The middle level staff training

Training at the 6th year
Newcomers’· Nurture leadership andworksite instructors Training via
dispatching to followershiptraining
subsidiaries or · Acquire basic marketing· Improve nurturing
capabilities, etc.
affiliates
capability as
Training at the 2nd year
worksite instructors· Improve logical thinking capability· Acquire legal expertise on logistics, etc.

Training by division

Newcomers’ second-half training
Newcomers’ first-half training

Registered customs
specialist examination
course· Learn basic knowledge on general corporate operations· Learn basic knowledge on trading practices· Visits to logistics and real estate facilities of the Company· Acquire business manners as a member of society, etc.

Upgrade operational capability

Stratified training(Objective of the common stratified training)· Acquire skills necessary for
different levels· Recognize the role required foreach level

Onsite logistics capability training· Improve onsite operating capability· Acquire knowledge on safety and health, etc.
· Acquire operating knowledge on distribution
centers, transportation, etc.
· Acquire knowledge on logistics improvement, etc.

Newcomers’ worksite
instructors training* Training may be conducted for each region
or at the store level.

Training on regional office duties· Grasp one’s own strengths and weaknesses· Improve communication capabilities

Training at the 6th year
· Nurture leadership andfollowership, etc.

Training at the 2nd year

Training by division

Registered customs
specialist examination
courseEnvironmental and Social Report 2015

Healthpromotion
seminar· Acquire basic management skills· Improve perspectives via action
learning, etc.

· Acquire knowledge on logistics, etc.

Mitsubishi Logistics

Life plan
seminarOnsite logistics capability training· Improve onsite operating capability· Acquire knowledge on safety and health, etc.
· Acquire operating knowledge on distribution
centers, transportation, etc.
· Acquire knowledge on logistics improvement, etc.

· Improve nurturing capability asworksite instructors

22

SelfHealthpromotion, etc. development

Correspondence education(Compulsory) Leadership(Compulsory) Labor management(Compulsory) Accounting(Selective) Marketing(Selective) Motivation management(Selective) Critical thinking

National staff training (as needed)

Management training by theme

Global mind development training (as needed)· Understand the management
policy and management skills· Nurture problem-solving
capabilities at worksites, etc.

Emerging countries’ legal and labor affairs and accounting training (as needed)

Training for newly appointed managerial
section chiefs and general managers

Chinese conversation course· Leadership, etc.

English conversation course

Leadership training for managerial
section chiefs and general managers

Young staff overseas dispatch program· Clarify the Company’s DNA byreflecting on the corporate
history of Mitsubishi Logistics· Raise organizational management capability

Stratified training(Objective of the common stratified training)· Acquire skills necessary for
different levels· Recognize the role required foreach level

Management training for employees seconded to subsidiaries(Applicable to Executives)

Training for (Deputy)
General Managers

Upgrade operational capability

Newcomers’ second-half training
Newcomers’ first-half training· Learn basic knowledge on general corporate operations· Learn basic knowledge on trading practices· Visits to logistics and real estate facilities of the Company· Acquire business manners as a member of society, etc.

Health
Selfpromotion, etc. development
Life plan
seminar
Healthpromotion
seminar

Correspondence education

Strengthen management capability Enhance readiness for globalization

Environmental Conservation
Environmental issues are not only local issues of the region where
our business bases are located but are also globally interconnected.
Environmental accountability is a global-level social responsibility that
affects the future of people.
The Mitsubishi Logistics Group strengthens such environmental issues
as the reduction of CO2 emissions as a countermeasure for climatechange, the use of renewable natural resources and contribution torecovery of the eco-system.

Reduction of CO2 emissions as ameasure for reducing climate change
Certified under the Logistics Efficiency
Improvement Act*, we are integrating logistics
bases and reducing the environmental burden.
Obtaining the same certification under the following six
business plans, we made transportation anddistribution systems more efficient by integrating
logistics bases for customers who used to employ
multiple logistics bases, thereby reducing the numberof delivery trucks. By collecting customers’ freight andimplementing joint delivery, we reduce emissions ofgreenhouse gases (CO2), contributing to a reduction of
the environmental burden.
1. Osaka Branch, Sakurajima Warehouse No. 2, North
Building (Started operation in November 2005)
2. Osaka Branch, Sakurajima Warehouse No. 3(Started operation in April 2008)
3. Nagoya Branch, Tobishima Warehouse (Started
operation in November 2008)
4. Tokyo Branch, Misato Warehouse No. 1 (Started
operation in December 2008)
5. Osaka Branch, Ibaraki Warehouse No. 3 (Started
operation in October 2012)
6. Tokyo Branch, Misato Warehouse No. 2 (Started
operation in March 2013)

1. Certification acquisition status of the Company
All offices of the Warehousing Business Division
Port and Harbor Operations Division(Part of the container terminals of the Port of
Yokohama and the Port of Kobe)
2. Certification acquisition status of the Group
Truck transportation business (Ryoso Transportation Co., Ltd.,and Kyushu Ryoso Transportation Co., Ltd.) and warehousingbusiness (Kusatsu Soko Co., Ltd., and the Warehousing
Business Division of Monryo Transport Corporation)

We ensure compliance with the Law
Concerning the Rational Use of Energy, etc.
As a “Designated Business Operator” under the Law
Concerning the Rational Use of Energy, the Company
is obliged to reduce per-basic unit energy use morethan 1% on an annual average on a medium- to longterm basis at facilities we own and rent. Moreover, we
submit a regular report on energy saving and a
medium- to long-term energy-saving plan to the
Ministry of Economy, Trade and Industry. The values
we reported to the Ministry in fiscal 2014 (the actual
results for fiscal 2013) show that our energy-saving
measures resulted in a more than 10% reduction of
per-basic unit energy use compared with the base year
fiscal 2009. We are also striving to reduce CO2
emissions at our real estate facilities subject to theTokyo Metropolitan Environmental Security Ordinance.
Web* The Logistics Efficiency Improvement Act (Act on Advancement ofIntegration and Streamlining of Distribution Business, implemented on
October 1, 2005)
The purpose of this law is to promote operations conducive to efficientlogistics and reducing the environmental burden by integrating logistics
bases and conducting transportation, distribution, storage and logistics
processing comprehensively. Business plans under this law are approved
as a comprehensive efficiency plan and supported by the authority.

Through obtaining the Green Management Certification,
we are promoting environment-friendly business activities.
The Group obtained the Green Management
Certification, which pursues profitability andenvironmental conservation by promoting environmentfriendly business activities from the certification
registration organization Foundation for Promoting
Personal Mobility and Ecological Transportation(abbreviated as “Eco-Mo Foundation”).

The actual results of our environmental conservation efforts
and our total CO2 emissions reduction directive under the
Tokyo Metropolitan Environmental Security Ordinance can beviewed on Mitsubishi Logistics’ Web site in “Extended version.”
HOME>CITIZENSHIP>Environmental and Social
Report>Extended version

We continue to achieve a significant energy-saving effectby improving our air-conditioning heat source system.
At the Ohi Cold Storage Warehouse of the Tokyo
Branch, we renewed a chiller that was nearing the endof its life. The renewal work was completed andoperation started in March 2015. For the renewal ofchillers, we plan to change the heat source from city
gas to electricity and introduce high-efficiency screwtype chillers, thereby reducing energy consumption by
about 45% compared with the energy use before therenewal.

Mitsubishi Logistics

Environmental and Social Report 201523

Environmental Conservation

We are promoting renewal of theexisting lighting system to LED lighting
to achieve significant energy saving.
To save energy and reduce CO2 emissions with regard to thelighting systems inside the Company’s warehouses, we arepromoting renewal of the existing lighting systems nearing theend of its life, to high-efficiency lighting equipment.
In fiscal 2013, the Company shifted a total of 3,100 existing
lighting units to LED lighting at warehousing facilities (Tokyo
Branch, Ohi Warehouse A; Yokohama Branch, Daikoku
Warehouses A and D; Nagoya Branch, Tobishima Warehouse A;
Osaka Branch, Sakurajima Warehouse No. 1, 1F and 3F; Kobe
Branch, Rokko Warehouses A through C; and Fukuoka Branch,
Chuo Futo Warehouse). In fiscal 2014, a total of 2,800 lighting
units were converted to LED lighting at six facilities (Tokyo
Branch, Ohi Warehouse B; Yokohama Branch, Atsugi Warehouse
E; Nagoya Branch, Kinjoh Warehouse; Osaka Branch,
Sakurajima Warehouse No. 1, 2F and 4F; Kobe Branch, Rokko
Warehouse D; and Fukuoka Branch, Hakozaki Warehouse A).
A reduction of approximately 840 thousand kWh in electricenergy, which corresponds to approximately 1.7% of the annual
electric energy consumption at the Company’s warehousing
facilities, is expected by renewing the existing lighting to LED
lighting (5,900 units in total).

We are promoting solar power
generation.
In line with the government’s policy of enhancing the use ofrenewable energy to cope with global warming and other issues,
the Company is promoting the adoption of large-scale solar
power generation facilities at the Company’s existing
warehousing facilities using the Renewable Electric Energy
Feed-In-Tariff (or fixed-price purchase system of electricity fromrenewable energy).
In fiscal 2014, solar power generation facilities werecompleted and started operation at three facilities—Tosu
Warehouse (started operation in June 2014; 760 kW), Rokko
Cold Storage Warehouse (started operation in October 2014,
310 kW) and Sendai Warehouse (started operation in December
2014; 490 kW)—for total output of 1,560 kW.
The total output resulting from the adoption of large-scalesolar power generation facilities at the Company’s existing
warehousing facilities using the Renewable Electric Energy
Feed-In-Tariff is 2,030 kW, including the 470 kW output from
Sakurajima Warehouse No. 2, which was completed and started
operation in fiscal 2013.

The Company received the GoodLighting Award.
The Nihonbashi Dia Building and the Kobe Harborland commercial
facility complex umie MOSAIC received the Good Lighting Award
2014, awarded by the Illuminating Engineering Institute of Japan.
The Good Lighting Award, initiated in 1957, is awarded tofacilities that are evaluated by the Illuminating Engineering Instituteof Japan to be superior in visual environment, lighting technique,and lighting effects, etc., from among the buildings completed
during the year.
The Nihonbashi Dia Building was highly evaluated for creating

24

Mitsubishi Logistics

Environmental and Social Report 2015a new landmark with an LED lighting plan that distinguished thearch window on the fifth floor and the historic “captain’s onboard
cabin” sitting on the roof of the lower part of the building. This LED
lighting plan includes highly energy-efficient point light source
equipment at the ends of the warehouse exhausts, which were
installed on the exterior walls of the preserved lower part of thebuilding.
The Kobe Harborland commercial facility complex umie
MOSAIC was selected for creating a splendid night view of its
entire facility, which improved the capability to bring in morecustomers; using the color of LED lighting close to the ambienceof gas light, thereby expressing an atmosphere of a port town; andconverting existing overseas furniture lighting into LED to continue
to cherish it in a more energy-efficient way with environmental
considerations.

The Eitai Dia Building was certified as a “Top
Level Facility” under the Tokyo Metropolitan
Environmental Security Ordinance.
The Eitai Dia Building was certified as a “Top Level Facility” under
the Tokyo Metropolitan Environmental Security Ordinance, inFebruary 2015, under the Green Building Program for “Top-Level
Business Facilities in Measures Against Global Warming”
certification system.*1
The “Certified Top-Level Business Facilities in Measures
Against Global Warming” are “business facilities that have madeoutstanding progress in the implementation of measures against
global warming” recognized by the Tokyo Metropolitan
Government as offices complying with the standards designatedby the Tokyo Metropolitan Government under the Tokyo
Metropolitan Environmental Security Ordinance. Under the
mandatory targets for reduction in overall greenhouse gas
emissions and an emissions trading program, less stringent
reduction targets are applied for the certified facilities.*2
Although the Eitai Dia Building, which was completed in
1991, is quite aged, the proper renovations, renewal, andmaintenance of the facilities and equipment were highly evaluatedand certified as a Near-Top-Level Facility in fiscal 2010. Afterbeing certified as a Near-Top-Level Facility, the air-conditioning
heat source for computer rooms has been updated to a highefficiency version; inspection and verification of the performanceof the adopted facilities and equipment (commissioning) has been
conducted; and continual improvement of the building
management has been made in cooperation with the residents ofthe building and a building management company of the group.
These efforts were highly evaluated, and the Eitai Dia Building
now is ranked a Top-Level Facility.
At the Tokyo Dia Building, which was certified as a Near-TopLevel Facility in fiscal 2011, and at other facilities of the company
as well, we will make aggressive efforts to further reduce theenvironmental burden by promoting renovations and renewals offacilities and equipment to environment-friendly versions, andimproving management and operation.
*1. The Tokyo Metropolitan Government certified five business facilities as
Top-Level Facilities in fiscal 2014. Since the certification system started
in fiscal 2010, a cumulative total of 87 business facilities have beencertified (40 Top-Level Facilities and 47 Near-Top-Level Facilities).
*2. The mandatory targets for reduction in overall greenhouse gas
emissions for Top-Level Facilities are reduced by half and those for
Near-Top-Level Facilities by a quarter.

Ryoso Transportation Co., Ltd., obtained GreenManagement Certification in its trucking
business, striving for environmental conservation.
For trucking business operators, addressing
environmental issues is one of the highest priorities.
Ryoso Transportation Co., Ltd. (“Ryoso
Transportation”), a specialized trucking company that isthe center of the Company’s trucking division, has
obtained the Green Management Certification*1 at all
six of its branches (seven operational bases) starting in
2005, striving to reduce environmental burden.
In fiscal 2014, Ryoso Transportation improved gas
mileage by 3.2% compared with fiscal 2006.
Specifically, in our efforts to promote eco-driving to
improve gas mileage and reduce emissions of air
pollution substances, we are conducting vehicle
inspections and maintenance with our own highstandards. We also adopt low-pollution vehicles thatmeet the latest restriction regulations for gas emissions.
Promotion of “Green Purchasing”
Business operators are also facing demands topurchase products and services with lessenvironmental burden. At Ryoso Transportation, we are
aggressively purchasing retread tires,*2 eco-stationery,etc.
*1. The Foundation for Promoting Personal Mobility and EcologicalTransportation is a public utility foundation that has been certifying andregistering business operators making efforts to reduce theenvironmental burden at a level exceeding the standards outlined in
the Green Management Promotion Manual since October 2003.
*2. A retread tire has new rubber pasted on a used base tire, thereby
restoring the tire’s original functionality.
The commissioning of recapping to produce retread tires is listed as a
“Designated Procurement Item” under “Services” in the Green
Purchasing Law.

Change of total gas mileage at all operational sites(fiscal 2006 to fiscal 2014)
(Unit: km/L)
Fiscal year 2006

2007

2008

2009

2010

2011

2012

2013

We are promoting environmental conservation
with regard to information system equipment.
In adopting information system equipment, we selectmodels that use less energy. In fiscal 2014, we adopted
266 selected units at our operating bases.

We are promoting environmental conservation not
only at our operational sites but also at our offices.
Promotion of summertime energy saving
We strove to save energy during the summertime (Maythrough October 2014) by participating as a Group in
the Cool Biz campaign, which calls for offices to set
their air-conditioning thermostats at a warmer-thanusual temperature of 28˚C.
Promotion of Green Purchasing of stationery
and other office supplies
When we purchase office supplies, we not only
consider quality and price but also choose productswith less environmental impact—Green Purchasing.

Use of renewable resources
The construction of a Disaster-Resistantand Eco-Friendly Office building wascompleted and the operation started.
Nihonbashi Dia Building, a commercial building for rentwith 18 aboveground floors, a basement and a total
floor area of 30,000 m2, is a Disaster-Resistant and
Eco-Friendly Office Building completed in September
2014. The lower floors of this building are used as theCompany’s Head Office and trunk rooms.

2014

Vehicles for2.45 2.53 2.59 2.63 2.58 2.59 2.52 2.48 2.53
business(100.0) (103.1) (105.6) (107.5) (105.5) (105.7) (102.9) (101.3) (103.2)
use
Parentheses indicate index numbers setting the mileage for fiscal 2006 as 100.0.
114
112
110
108
106
104
102
100
98
96
94

107.5
105.6

105.5

105.7

103.1

102.9

100.0

2006

2007

2008

2009

2010

2011

2012

101.3

2013

103.2

2014 (Fiscal year)

Nihonbashi Dia Building

Mitsubishi Logistics

Environmental and Social Report 201525

Environmental Conservation(1) Major disaster-prevention functions
a. Earthquake-proof performance
The whole building is designed to ensure highearthquake performance 1.5 times superior
to the requirements set by the BuildingStandards Act.
We adopted a seismic-isolation structure forthe intermediate stories of the building byinstalling 22 seismic-isolation rubber units,
four oil damper units and 11 steel dampers
under the floor at the seventh floor of thebuilding for the purpose of seismic isolationof higher stories and improving earthquake
resistance of the lower stories of the building.
b. Flood-control measures
Electricity rooms and other critical facilities
are installed on the seventh floor and therooftop, and the equipment rooms such as
the water-receiving tank, which needs to beinstalled underground, are watertight. In
addition, water shut plate has been installedon the exterior walls of the building.
c. Power outage measures
To prepare for an emergency power supply
system, two power supply systems (mainline
and standby) are available to receive
electricity from two different substations. For
emergency power generation that operates incase of a power outage, the Dual Fuel system
has been adopted, using two types of fuel—city gas (no limit of operation) and heavy oil(lasting 72 hours).
d. Water supply and sewerage system measures
Equipped with a special well for use in caseof a disaster and a system to filter flushedwater from toilets, toilets can be used as
usual even in case of a disaster when watersupply and sewerage system is shut down.
Well water taken from a special well is madedrinkable by a filtering device.

(2) Major environmental functions
a. Solar power generation system
Solar power generation facilities that can generate
approximately 45 kW of energy are installed on the wall androoftop surfaces and contribute to reducing CO2 emissions
by approximately seven tons per annum.
b. LED lighting
The lighting of the entire building is now LED lighting. An
advanced energy-saving lighting system, which combines
daylight control and motion sensors, is adopted.
c. Reduction of air-conditioning load
For the rental offices on the eighth to 17th floors, lightshelves have been installed to shield sunlight; the southfacing core placement helps reduce the air-conditioning
load; and the west-side windows have automatic electric
blinds that adjust the slats’ angle according to the
movement of the sun.
The second to sixth floors, where the Head Office of theCompany is located, have improved insulation functions at
openings to reduce the air-conditioning load.
d. Low-E Glass
Low-E Glass (heat-shielding high-insulation double-glazed
glass), which has a high infrared thermal radiation reflection
ratio and high insulation performance, has been adopted.
e. Rooftop greening
To help address the urban heat island issue, greeneryspreads across an approximately 300 m2 area of the rooftop
of the building to create an environment where people canenjoy nature.
f. CASBEE
The building has obtained the highest “S” evaluationaccording to the Comprehensive Assessment System for
Built Environment Efficiency (CASBEE) by implementing
energy-saving systems and other measures.
g. Energy-saving performance assessment
The building is expected to acquire the highest evaluationof “AAA” under the Tokyo Metropolitan Government
Building Energy Performance Certificate program,significantly surpassing the standard values in terms of the
Perimeter Annual Load (PAL), which is the annual burden
coefficient, by approximately -37%, and the energy
reduction rate (ERR) by approximately 45%.

We are expanding the use of the electric car i-MiEV
manufactured by Mitsubishi Motors Corporation.
As one measure under the Environmental Voluntary Plan that
the Company formulated, we are promoting the replacement ofgasoline cars, which consume gasoline and emit much CO2,
with electric cars that emit no CO2 exhaust. We haveformulated an electric car introduction plan considering the useof various subsidies for electric cars and the completion statusof the relevant infrastructure
including high-speed charger
equipment for adopting suchcars. As a result, in fiscal
2014 we introduced fiveelectric vehicles in ourstores, with 27 electricvehicles now in use.
MINICAB MiEV at the Nagoya BranchWeb

The data on the status of introducing electric cars can beviewed on Mitsubishi Logistics’ Web site in “Extended version.”
HOME>CITIZENSHIP>Environmental and Social
Report>Extended version

26

Mitsubishi Logistics

Environmental and Social Report 2015

Contribution to the recoveryof the eco-system
Conducting reforestation through volunteer
activities and donations as a partner ofreforestation of Kanagawa Prefecture
To address the global environment from the perspectiveof preservation of biodiversity, we participated in apartnership program of reforestation of Kanagawa
Prefecture and initiated related activities in April 2011.
(The reforestation activity that was scheduled in June2014 was called off due to bad weather.)Fulfillment of Sincere and Fair Business Activities
We earn trust from society by fulfilling our responsibilities regarding
ethical activities. By conducting fair and open competition in our
activities, we can showcase our compliance to society.
To fulfill our sincere and fair business activities, we recognize the issues
of appropriate management of information and compliance with laws andregulations such as the Act against Delay in Payment of Subcontract
Proceeds, etc. and the insider trading prevention law and strive to establish afoundation of trust from society.

Prohibition of unfair advantage in competitionand promotion of fair and open competition
We conduct training concerning compliance with the
Act against Delay in Payment of Subcontract
Proceeds, etc. and the prevention of insider trading.
In March 2015, we conducted training concerning the Act against
Delay in Payment of Subcontract Proceeds, etc., covering theCompany and its domestic group companies. Approximately 1,826
employees who are in charge of implementing the Act against
Delay in Payment of Subcontract Proceeds, etc., and related
associates from each division attended the training and learned the
purpose of the law, the scope of applications, responsibilities andprohibited matters using related questions on our Web site. In
February 2015, we conducted training related to the prevention of
insider trading for a total of 40 new employees and verified theirunderstanding using related questions on our Web site.
Also, in March 2015, we conducted training related to the Act
against Delay in Payment of Subcontract Proceeds, etc., at ourTokyo, Osaka and Fukuoka branches. A total of 113 employees
who are responsible for or in charge of implementing the Act
against Delay in Payment of Subcontract Proceeds, etc., from eachbranch and affiliated company learned and discussed the purposeof the law, the scope of applications, responsibilities and prohibited
matters based on the gist of the in-house manual and case studies
presented in the manual.
Web

Actual performance data on the training concerning thoroughcompliance with the Act against Delay in Payment of Subcontract
Proceeds, etc. and prevention of insider trading can be viewed on
Mitsubishi Logistics’ Web site in “Extended version.”
HOME>CITIZENSHIP>Environmental and Social
Report>Extended version

We focus on information security toprovide high-quality and secure services
for customers.
To provide the best services for our customers, the Company
formulated various rules related to information systems. We havedisseminated our information security policy to all employees.
To ensure the smooth business activities of the Company,
we formulated specific compliance matters as to the use andmanagement of our in-house network. Also, we appoint a LAN
manager from each branch’s information system section and OA
promotion staff from the relevant section of each division thatuses the network, ensuring safety and the effective use of our
in-house network.

In fiscal 2014, we conducted a questionnaire with regard to
Web site information security in August 2014 (answered by 1,444
persons), in September 2014 (427 persons) and in November
2014 (808 persons), thereby raising the awareness of information
security among the cumulative 2,679 people who answered thequestionnaire.
Web

Actual performance data on execution of questionnairewith regard to Information Security can be viewed on
Mitsubishi Logistics’ Web site in “Extended version.”
HOME> CITIZENSHIP>Environmental and Social
Report>Extended version

Management of Information Security
1. Security of customer information (personal information)
2. Security of intellectual property rights
3. Confidentiality obligation
4. Compliance with laws and regulations, obligationof compliance with regulations and penalties
5. Management of information assets
6. Formulation of security measure standards (Development
standard, management standard, outsourcing standard)
7. Monitoring and supervision
8. Protecting systems from computer viruses
9. Access authority control
10. Information security education

Management of Network Security
1. Management of connection to ML-net (In-housenetwork)
2. Rules for e-mail use
3. Rules for dispatching information
4. Rules for connection with networks outside theCompany

Also, part of the operations of the Tokyo Branchtrunk room office and Dia Systems Corporation (oursubsidiary to develop and manage our information
system) both acquired ISO27001 certification, aninternational information security management systemstandard, and receive periodic evaluation by a certifying
organization-approved third-party organization, thereby
attesting to our efforts to improve our information
security.

Mitsubishi Logistics

Environmental and Social Report 2015

27

Provision of Safe, High-Quality and Useful Services
To fulfill our mission as a logistics and real estate business operator
relied on by society, we intend to promote measures to focus on
disasters to continue to provide socially and environmentally usefuland high-quality services and maintain service functions even during
emergencies.

Provision of socially and environmentally
beneficial high-quality services
We will continue to promote the improvement ofquality, aiming to be a company that enhances
the quality of our customers’ products.
The Mitsubishi Logistics Group continues to promote
its various efforts tenaciously to improve the quality ofservices to get acknowledged by customers as aconstantly reliable partner.
We aim for high quality from the customers’
perspective.
To become a corporation that is continuously chosen
by customers, we conduct business activities basedon ideas and actions from the customers’ perspective.
To achieve customer satisfaction, we have broadened
the framework of quality enhancement to include thequality of operations, business duties and thecorporation itself. Moreover, to ensure trust from
customers, we will build on our efforts at ensuring
good quality to become a corporation that can boast“quality” as its strength.
Our Quality Declaration has been disseminated.
We put up an “Our Quality Declaration” notice at each
worksite, distributed the “Our Quality Declaration”
cards to all employees of the Mitsubishi Logistics
Group and explained about it during stratified trainings,
etc., to further disseminate the information.
We connect employee satisfaction to customer
satisfaction.
To offer high-quality services to customers, we regard
Employee Satisfaction (ES) as an indispensable
element. We strive to enhance the motivation of each
employee.
We believe that creating a good work environment
where employees can engage in business activities
with confidence and contact customers with a smile
will eventually lead to Customer Satisfaction (CS).

The Warehousing Business Division has
quality management groups.
At the Warehousing Business Division, for the purposesof maintaining and improving the quality of businessactivities of the entire Division, the Head Office and allbranches have a quality management group. We
complete operational documents and share information
on various measures. We will continue to aim toenhance customer satisfaction.

Each operating site and affiliated company
conducts specific quality improvement measures.
To offer high-quality services, the Mitsubishi Logistics
Group conducts daily efforts to improve the quality ateach operating site and affiliated company. The content
and results of such efforts are horizontally developed
across the Group. Some of these measures are as
follows.

Warehouse patrol conducted and meetings held by the 4S Activities
Promotion Committee

28

Mitsubishi Logistics

Environmental and Social Report 2015

Measures taken at divisions or branches and Group companies
Divisions or Branches andGroup companies

Warehousing andDistribution
Business DivisionTokyo Branch
Yokohama Branch
Osaka Branch
Ryoso
Transportation
Kyokuryo Warehouse
Co., Ltd.
Shinryo Koun Co.,Ltd.
Mitsubishi Logistics
China Co., Ltd.
Shanghai Linghua
Logistics Co., Ltd.
Yokohama Dia
Building Management
Corporation
Dia Buil-Tech Co.,
Ltd.

Content of measures

Held meetings attended by managers from all
the operating bases to share information on
improvement of quality.
Determined issues on operational procedures bymonitoring the interior of warehousing facilities.
The 4S Activities Promotion Committee
patrolled the warehousing facilities and madeevaluations on each checklist item.
Conducted a campaign to continue zeroaccidents and commended a group thatengaged most passionately.
Conducted a safety patrol at all the operationalsites including the business sites of thedelivery subcontractors to prevent accidents
and raise awareness of safety.
Conducted a safety patrol inside the premises
every day to prevent accidents.
Provided full technical training to improve
workers’ technical capability.
Improved and implemented the humanresources development system at all theGroup companies in China.
Collected accident-related information at eachdivision and department, analyzed the tendencies
and gave feedback to all managerial staff.
Collected information on complaints from customers
through outsourced companies and shared theinformation at meetings with the tenants.
Newly established the Quality Management
Division and formulated a manual for standard
procedures of building management operation.

To further improve the quality of logistics operations, we are
adopting the G-MIWS (a new information system related towarehouse storage operation and delivery center operation).
As a successor model of the current system, MIWS/MESH (Mitsubishi Intelligent Warehouse System/
Mitsubishi Efficient and Speedy Handling System), theCompany developed a new system, G-MIWS, of which
the first full-scale operation took place at the Aomi
Office, Tokyo Branch, in March 2014, followed by thestart of operation of the system at the Ohi Office of thesame branch in September 2014. Our goal is tocomplete the installation of the G-MIWS by the end of
fiscal 2016. The “G” of “G-MIWS” signifies “global,”aiming to expand the Company’s logistics business tointegrate nationwide and overseas logistics, which isincluded in the Basic Policy of the Company’s
Management Plan. Our system is available in English
and Chinese for overseas use and is designed to beeffective in standardizing operations, improving service
quality and reducing costs. By dislosing various typesof logistics-related data, we will analyze operations,formulate sales strategies, provide useful information
for customers’ decision making in a timely manner andprovide even higher-quality logistics services than everto fully support customers’ business development fromthe aspect of logistics.

Office where the G-MIWS was adopted G-MIWS screen(Ohi Office, Tokyo Branch)

VOICE

Working to install
the G-MIWS system
Naoki Yamaguchi
Group Manager, System
Implementation New MIWS Project Promotion Div.
Dia Systems Corporation

ollowing the first full-scale operation, which
took place at the Aomi Office, Tokyo Branch,
in April 2014, we have been promoting the adoptionof the G-MIWS system at all 47 Mitsubishi Logistics
operational bases, aiming to complete installation
within the first half of fiscal 2017.
For the installation of the system, we are paying
attention to the following points:
1. Contribute to customers by improving thequality of our logistics services.
2. Review office operations to achieve “1” above(improve the operational flow and utilize thesystem).
3. To deepen the understanding of the operation
through the installation of the new system,
thereby strengthening the capability of thesystem department.
Although it will take a while to complete theinstallation of the new system, I would like tocontinue this effort so the operation of the new
system can start smoothly at each operationalbase.
(Group company of Mitsubishi Logistics)

F

Mitsubishi Logistics

Environmental and Social Report 2015

29

Provision of Safe, High-Quality and Useful Services

Promotion of disaster measures tomaintain service functions
We are working on crisis-preventive measuresand measures to focus on crises promptly
and effectively in case of such occurrence.
The basic purpose of our crisis management measures
is to predict various crises that can seriously affectcorporate management, prevent such crises and, incase of occurrence, focus on the crisis quickly andeffectively to minimize damage to human and physicalmanagement and restore the normal operational
structure quickly. Especially, with an aim to become
disaster-resistant in software and hardware, we havedeveloped “Disaster-Resistant and Eco-Friendly
Warehouses.”

We implemented training for earthquake
measures.
In March 2015, via the joint efforts of the Head Officeand the Tokyo Branch, we implemented training forearthquake measures in which an executive in charge
and approximately 50 employees participated. This
training simulated the first few days after theoccurrence of an earthquake immediately below theTokyo metropolis, which was newly predicted in
December 2013. Through this simulation training, welearned how to make status judgments; verified theliaisons among the Head Office, the branches and theoperational worksites; and confirmed the roles of eachdepartment and operational site; and integrated
information management.
Actual performance data on the training for earthquake
measures can be viewed on Mitsubishi Logistics’ Website in “Extended version.”Web

HOME>CITIZENSHIP>Environmental and Social
Report>Extended version

To fulfill our corporate social responsibility, we intend to:
1. Ensure the safety of employees, their families and related people;
2. Preserve corporate facilities (e.g., the Company’s warehouses,
buildings and facilities) and the freight received; and3. Strive to quickly restore and continue operation.

To respond to trust in our corporation from society, we will:
1. Strive to avoid adverse effects to stakeholders(customers, shareholders and business partners), and
2. Contribute to the quick stabilization of local communities.

We implemented disaster prevention
training.
To take the initial measures to prevent disaster damage fromspreading, we organized a self-defense disaster prevention
squad for each building. We conducted disaster prevention
training at the Head Office on April 25, 2014, raising the
preparedness for emergency. In addition, as an emergency
measure, we implemented large-scale disaster measuretraining with mandatory employee participation, thereby
reinforcing the disaster countermeasure system. The training
involved use of a mobile phone safety confirmation service,restoration from disaster damage, a walking route for enteringand leaving the office and using MCA wirelesscommunication. Moreover, by adopting an emergency
earthquake and tsunami quick reporting system, we are
striving to collect information quickly.

Disaster prevention training led by a self-defense disaster prevention
squad (Tokyo Dia Building)30

Mitsubishi Logistics

Environmental and Social Report 2015

Headquarters for earthquake
Branch office for earthquake measures
measures and training (Head Office) and training (Tokyo Branch)

VOICE

Participating in the training
for earthquake measures
Hiroyuki Sekiguchi
Harbor Transportation Dept., Tokyo Branch

he training simulated a highly specificemergency situation and had extensive
content.
In a situation where issues are incoming one
after another, it dawned on me how difficult it is totake the most appropriate measure quickly, which
was a valuable experience for me.
At the occurrence of an actual earthquake andmy facing an emergency situation, I would like toaddress the situation fully utilizing this experience.

TThe Nihonbashi Dia Building wascommended by the Tokyo Fire Department.
At the Nihonbashi Dia Building, we worked on measures tocope with earthquakes, flooding and power outages, etc. under
the concept of Disaster-Resistant and Eco-Friendly Office
Buildings, with a primary focus on customers’ security, safety
and business continuity. As a result, our aggressive initiatives
were highly evaluated, which included improving safety, such as
ensuring the functionality of the building as a “property under fire
prevention measures” and the launch of disaster-preparedbuilding management and operation, were highly evaluated, andwe received a letter ofappreciation from the Fire
Station Chief of the
Nihonbashi Fire Station of
the Tokyo Fire Department
dated November 11,
2014, for our contribution
to improving the safety of“property under fire
Letter of appreciation from the Fire Station Chief of theprevention measures.”Nihonbashi Fire Station of the Tokyo Fire Department

We participated in the Disaster Logistics Training given by
the Ministry of Land, Infrastructure, Transport and Tourism.
As part of the Disaster Logistics Training initiated by the Ministryof Land, Infrastructure, Transport and Tourism in fiscal 2013,training for logistics for the delivery of support/relief goods washeld November 4-7, 2014, targeting logistics administration staff
of national and local governments, industry organizations oflogistics business operators and logistics business operatorsfrom private corporations to prepare for a large-scale disaster.
The Company’s staff also participated in the training.
Based on the lessons learned from the Great East Japan
Earthquake, directions were shown on matters such as selectionof support/relief goods logistics bases and conclusion ofagreements between municipalities and industry organizations tocope with disasters. Via group discussions, participants gainedmuch knowledge about preparations such as the operational
procedures taken by the personnel handling support/relief goods
and the information communication methods.
We will continue to work hard to fulfill our public role as awarehousing business operator in cooperation with thegovernment.

We are strengthening our information system crisis
management structure to focus on disasters and other crises.
To ensure continuous use of the information system evenduring an emergency, we established a disastercountermeasures center in the Kansai region to back up data
and made our in-house network a duplicate information
system. In addition, theCompany has formulated amanual focused on
information system disasters
and other measures ascountermeasures taken
during operation of such
systems against information
Disaster countermeasures center insystem disasters and failures. the Kansai region

The Company’s 11 facilities are support/relief goods
logistics base facilities designated by the Ministryof Land, Infrastructure, Transport and Tourism.
The Ministry of Land, Infrastructure, Transport andTourism, learning from its reflection on the Great East
Japan Earthquake, held an advisory conference,
attended by experts, logistics business operators andpeople related to industry organizations, among others,
to compile the “Basic concept on the support/relief
goods logistics system,” which aims for the efficientand smooth delivery of support/relief goods to afflicted
areas at the time of a disaster.
Mr. Watabe, then General Manager of the
Warehousing and Distribution Business Division of theCompany, assumed a position as a committee member
representing warehouse operators, requested by the
Ministry of Land, Infrastructure, Transport and Tourism,
and actively commented from the perspective of awarehousing business operator. These discussions
concluded with the shared recognition that for thedelivery of support/relief goods at the time of a disaster,
it is essential to fully utilize the expertise and facilities ofprivate logistics operators.
In fiscal 2011, 395 private facilities nationwide,
mainly in the Kanto, Tokai and Tonankai regions, wherea large-scale earthquake is foreseen in the near future,
were designated as support/relief goods logistics
bases, including the Company’s seven facilities locatedin the Kanto, Tokai and Hanshin regions. In fiscal 2012,
two other facilities of the Company (in Fukuoka andSaga) were newly designated as support/relief goods
logistics bases.
In fiscal 2013, the further addition of two
warehouses in Tobishima and Honjoh (both in Aichi
Prefecture) brought the number of the Company’s
facilities to 11. We will thoroughly prepare to fulfill our
public role as a warehousing business operator so thatthe designated 11 facilities of the Company canfunction well during a future large-scale disaster.
Web

Data on our 11 facilities designated as support/relief
goods logistics bases can be viewed on Mitsubishi
Logistics’ Web site in “Extended version.”
HOME>CITIZENSHIP>Environmental and Social
Report>Extended version

Aomi Warehouse No. 1, Tokyo Branch Rokko Warehouse D, Kobe Branch

Mitsubishi Logistics

Environmental and Social Report 201531

Coordination with Local Communities
and International Society
To contribute to the development of local communities and international society, wemust focus not only on the site where our business base is located but also understandour relationship with society and recognize our common interests with society.
To maintain harmonious relationships with local and international societies, we willcontribute to cultural activities and health services and make donations.

Contribution to cultural activities
We conducted a charity auction and acharity fair.
At the Yokohama Bay Quarter, the Company’scommercial real estate facilities in Yokohama, we held
our fifth charity fair on Sunday, August 24, 2014, whichis the date of the Company’s inauguration. Blessedwith good weather, the charity fair was enjoyed by far
more visitors than usual, and the products prepared forthe fair sold out. Sales proceeds from the charity fair
were ¥95,400, twice as much as usual.
The charity auction, our fourth, is a staple Christmas
event we have held at this facility every year since2010. The charity auction held in November 2014 had
popular soccer players of the local Yokohama
F-Marinos team as guests, and participants ranged
from children to adults. Sales proceeds from theauction amounted to ¥229,000 by selling various
goods with the players’ autographs and popular
Yokohama Bay Quarter products.
The revenues from both events were donated to theGreat East Japan Earthquake relief fund via theJapanese Red Cross Society. At Yokohama Bay
Quarter, we intend to continue to hold these events tocontribute to society.

Charity fair

32

Mitsubishi Logistics

VOICE

Holding the charity event
at Yokohama Bay Quarter
Yui Ota
Sales Division,
Yokohama Dia Building Management Corporationt Yokohama Bay Quarter, we held two events
this year—a charity fair during the summer
and a charity auction in the winter.
Our fourth charity fair enjoyed a record numberof visitors, including a family consisting of three
generations who called the fair a place where
games from the good old days could be enjoyed.
At our charity auction, which has been held
since 2010, out of appreciation to visitors forattending despite cold weather, we conducted our
first “high-five” event with Yokohama F-Marinos
players, which was immensely popular among thevisitors.
We will strive to continue to implement
enjoyable social contribution events to makeYokohama Bay Quarter a shopping mall loved by
local customers.
(Group company of Mitsubishi Logistics)

A

Yokohama F-Marinos charity auction High-Five Event

Environmental and Social Report 2015

©Y.F.M.

Contribution through donations, etc.

We conducted a public benefit tree
planting event in China.

Cosponsored a charity bazaar at ouroverseas subsidiary in Vietnam

As part of our CSR activities in China, a public benefit
tree planting event was conducted on Sunday, March
8, 2015, in collaboration among Mitsubishi Logistics
China Co., Ltd., Shanghai Lingyun Global Forwarding
Co., Ltd., and Shenzhen Lingyang Global Forwarding
Co., Ltd., Shanghai Branch.
This event helped enhance the environmental
awareness of the employees and their families andprovided an opportunity outside work for them tointeract with each other to build friendships.

At our overseas subsidiary in Vietnam, we offered
goods to and helped purchase admission tickets for acharity bazaar that was sponsored by the JapaneseBusiness Association of Ho Chi Minh City. Proceedsfrom the charity were donated to hospitals in Ho Chi
Minh City to cover surgery and other medical fees forunderprivileged children.

Tree planting activity

Charity bazaar

We are cosponsoring Diamond Cup Golf
as a community contribution.
Participating companies within the Mitsubishi Group
cosponsored a notable golf tournament, Diamond Cup
Golf, which contributes to local communities and helps
nurture junior golfers through charitable activities.
Valuing the underlying concept and purposes of thistournament, the Company cosponsored this event as
one of the participating companies.

We conduct social contribution activities as amember of the Mitsubishi Group and participate in
the Mitsubishi Social Contribution Liaison Council.
As a social contribution activity within the MitsubishiGroup, we donate to academic and charitableenterprises and conduct various volunteer activities.
Also, as a member of the Mitsubishi Social Contribution
Liaison Council, we report on our related activities andexchange information.

We participate in locally rooted
volunteer activities.
We participate in local communities’ cleanup activities
as a volunteer.

Mitsubishi Logistics

Environmental and Social Report 201533

Statement Supporting the
UN Global Compact.
The Group promotes its CSR activities pursuant to the UN Global
Compact’s 10 principles.

Practice of the UN Global
Compact’s 10 principles
The Group agreed to adhere to the UN Global
Compact (hereinafter “UNGC”) and endorsed approvalin May 2014.
The UNGC is a voluntary
corporate responsibility
initiative for businesses thatare aiming for sustainablegrowth as a responsible
member of society. The UNGC
asks companies to voluntarily
participate in creating a global
framework to take creative
leadership.
At the World Economic
Forum in Davos, Switzerland, in 1999, Kofi Annan, then
Secretary-General of the United Nations, proposed thatcompanies should observe the 10 principles in theareas of human rights, labor, the environment andanti-corruption to solve various problems that could
occur due to internationalization and the global
expansion of businesses. In July 2000, the UNGC waslaunched at the UN Headquarters in New York. As of
March 2015, approximately 12,900 companies andorganizations around the world were members of
UNGC.
Based on its Code of Conduct, the Group will strive
to practice the UN Global Compact’s 10 principles as agood member of international society.

UNGC’s 10 principles

Human
RightsPrinciple 1: Businesses should, support andrespect the protection ofinternationally proclaimed humanrights; andPrinciple 2: Make sure that they are notcomplicit in human rights abuses.
Principle 3: Businesses should uphold thefreedom of association and theeffective recognition of the right tocollective bargaining;Labor

Principle 4: The elimination of all forms offorced and compulsory labor;
Principle 5: The effective abolition of childlabor; andPrinciple 6: The elimination of discrimination in
respect of employment andoccupation.
Principle 7: Businesses should support aprecautionary approach toenvironmental challenges;

Principle 8: Undertake initiatives to promote
greater environmental
Environment
responsibility; andPrinciple 9: Encourage the development anddiffusion of environmentallyfriendly technologies.
Principle 10: Businesses should work against
corruption in all its forms,
Anti-Corruption
including extortion and bribery.

Web

Global Compact Network Japan’s web site

http://www.ungcjn.org/index.html

34

Mitsubishi Logistics

Environmental and Social Report 2015

Company Profile (As of March 31, 2015)
Company name

Mitsubishi Logistics Corporation

Head OfficeNihonbashi Dia Building, 19-1, Nihonbashi 1-chome, Chuo-ku, Tokyo 103-8630, Japan

Establishment

April 15, 1887

Capital¥22,393 million

Revenue (fiscal 2014)

Consolidated: ¥204.3 billion Nonconsolidated: ¥141.6 billion

The number of employeesof the Mitsubishi
Logistics Group

4,452 (excluding 64 workers on leave to work outside the Group, 1,375 temporary staff and 992
employees on loan/dispatched from outside the Group)

The number of
employees of theCompany

845 (excluding 145 employees on leave to work for other companies, 118 temporary staff and
564 employees on loan/dispatched from inside and outside the Group)

Branches

Tokyo, Yokohama, Nagoya, Osaka, Kobe, Fukuoka

Major Businesses

Logistics
Warehousing; trucking; port and harbor operations; international transportation; marine freighttransportation; customs clearance; development, sales, management and administration of logistics
information systems; etc.

Real Estate
Buying, selling, leasing and management of real estate; contracting of construction work, its design andsupervision; operation of parking lots; etc.

Companies in thescope ofconsolidation

Consolidated subsidiaries (50 companies)
Tohoku Ryoso Transportation Co., Ltd., Sairyo Service Co., Ltd., Dia Pharmaceutical Network Co., Ltd.,Tokyo Dia Service Co., Ltd., Dia Systems Corporation, Ryoso Transportation Co., Ltd., Unitrans Ltd.,
Keihin Naigai Forwarding Co., Ltd., Touryo Kigyo Co., Ltd., Fuji Logistics Co., Ltd.,Tokyo Juki Transport Co., Ltd., SII Logistics Inc., Fuji Logistics Operations Co., Ltd.,
Fuji Logistics Support Co., Ltd., Kinko Service Co., Ltd., Chubu Trade Warehousing Co., Ltd.,
Meiryo Kigyo Co., Ltd., Ryoyo Transportation Co., Ltd., Kyokuryo Warehouse Co., Ltd.,
Hanryo Kigyo Co., Ltd., Shinryo Koun Co., Ltd., Naigai Forwarding Co., Ltd.,
Kyushu Ryoso Transportation Co., Ltd., Monryo Transport Corporation, Hakuryo Koun Co., Ltd.,
Seiho Kaiun Kaisha, Ltd., Saryo Service Co., Ltd., Mitsubishi Logistics America Corporation,
Mitsubishi Warehouse California Corporation, Mitsubishi Logistics Europe B.V., Fuji Logistics Europe B.V.,
Mitsubishi Logistics China Co., Ltd., Shanghai Linghua Logistics Co., Ltd.,
Shanghai Qingke Warehouse Management Co., Ltd., Fuji Logistics (China) Co., Ltd.,
Fuji Logistics (Dalian F.T.Z.) Co., Ltd., Fuji Logistics (Shanghai) Co., Ltd.,
Mitsubishi Logistics Hong Kong Ltd., Fuji Logistics (H.K.) Co., Ltd., Mitsubishi Logistics Thailand Co., Ltd.,
P.T. Mitsubishi Logistics Indonesia, Fuji Logistics Malaysia SDN.BHD., Dia Buil-Tech Co., Ltd.,
Yokohama Dia Building Management Corporation, Chubo Kaihatsu Co., Ltd.,
Nagoya Dia Buil-Tech Co., Ltd., Osaka Dia Buil-Tech Co., Ltd., Kobe Dia Service Co., Ltd.,
Kobe Dia Maintenance Co., Ltd., T’ACT Co., Ltd.

Subsidiaries and Affiliates Accounted for by the Equity Method (3 companies)
Nippon Container Terminals Co., Ltd., Kusatsu Soko Co., Ltd., Jupiter Global Limited

Financial Data
Business results (Consolidated) (Unit: ¥billion)

Revenue

Operating income

Ordinary income

2,500

150

150

2,000

2,036

1,922 1,981

2,043

1,758

120

121

125

123

121

114

136

145

145

Assets (Consolidated) Total assets

141

144

120

(Unit: ¥billion)
Net assets

5,000

3,000
2,630

4,330
4,000

3,504 3,532

3,751

3,962

2,500
2,000

1,500

90

90

3,000

1,000

60

60

2,000

2,058 2,115

2,278

2,366

1,500
1,000

0

30

30

500

2010 2011 2012 2013 2014 (fiscal year)

02010 2011 2012 2013 2014 (fiscal year)

0

1,000

2010 2011 2012 2013 2014 (fiscal year)

0500

2010 2011 2012 2013 2014 (fiscal year)

02010 2011 2012 2013 2014 (fiscal year)

CSR·Compliance Team, General Affairs Division, Mitsubishi Logistics Corporation
Nihonbashi Dia Building, 19-1, Nihonbashi 1-chome, Chuo-ku, Tokyo
103-8630, Japan
TEL: +81-3-3278-6657
FAX: +81-3-3278-6694

Extended version

Promotion of CSR

The following are some data related to the Environmental and Social Report 2015, which was collected at the end of fiscal 2014.

The environment
Environmental conservation activity data (by business)*Basic unit denominator (figures from Law Concerning the Rational Use of Energy, etc.) uses figure that have strong correlations with each business.
Unit Basic unit denominator
CO2 emissions
CO2 emissions basic unit

Warehousing and distribution
business

Fiscal 2012

Fiscal 2013

Fiscal 2014

Thousand m2 <Floor area>

1,350

1,370

1,372

Thousand t-CO2

32.8

37.1

36.4

kg-CO2/m2

24.3

27.1

26.5

40

30

71

5.0

15.0

8

Thousand tons <Handling tons>

Harbor transportation business t-CO2
kg-CO2/thousand tons

Overland transportation
business

124.5

504.2

112.7

Million km <Total transportation distance>

3.7

3.9

4.1

Thousand t-CO2

3.3

3.6

3.7
911.8

kg-CO2/thousand km

Real estate business
CO2 emissions

896.7

921.1

Thousand m2 <Operational area>

635

684

681

Thousand t-CO2

35.0

41.4

42.6

kg-CO2/m2

55.1

60.4

62.6

Thousand t-CO2

71.1

82.0

82.8

Check on status of compliancewith Code of Conduct
In-house
Domestic group companies
Overseas group companies
Total(Thousand m3)
1,000
878

(Million kwh)
200

(Thousand GJ)
200(Thousand GJ)
100

145.3

151.5

140.7

750

150

500

100

100

50

250

50

50

25

0

0

0

0

2012

2013

2014 (Fiscal year)

2012

2013

2014 (Fiscal year)

150

2012

2013

CO2 emissions

Waste emissions (tons)

Waste emissions (m )(Thousand t-CO2)
100(Thousand tons)
4(Thousand m3)
20

75

71.1

82.0

82.8

3

50

2

25

1

0

2012

2013

0

2014 (Fiscal year)

2.3

2.1

2013

2014 (Fiscal year)

75

Tokyo Dia Buildings

Unit: t-CO2

Emissions standard Fiscal 2010 Fiscal 2011 Fiscal 2012 Fiscal 201333,531
36,062
31,661
29,593
26,607

Eitai Dia Building

10,132

7,400

5,558

5,836

5,341

Ohi Cold Storage Office
Total
Reduction

4,394
48,057

3,705
47,167890

3,645
40,864
7,193

3,645
39,0748,983

3,620
35,56812,489

1,596
3,017
4,613

1,586
2,943
4,529

—
—
—

133
44
177

60
69
129

1,433
2,938
72
4,443

1,556
2,671
90
4,317

2014 (Fiscal year)

16.1

Fiscal 2012
Fiscal 2013
Fiscal 2014
achievements achievements achievements(New employees, second-year employees, sixth-year
employees, middle-level staff, newly appointed
managerial section chiefs and general managers)

74.9

52.7

113

49

39

Fulfillment of Sincere and Fair Business Activities
2012

2013

2014 (Fiscal year)

17.2

Number of persons participated in compliance lecture for
Unit: persons
prevention of insider trading

Number of persons participated in compliance lecture for the Act against
Unit: persons
Delay in Payment of Subcontract Proceeds, etc.

Fiscal 2012
Fiscal 2013
Fiscal 2014
achievements achievements achievements
52
40
40

Fiscal 2012
Fiscal 2013
Fiscal 2014
achievements achievements achievements
779
903
807
867
962
1,019
1,646
1,865
1,826

In-house

10

Number of respondents to information security questionnaire

0

2012

In-house
Domestic group companies
Total

Fiscal 2012
Fiscal 2013
Fiscal 2014
achievements achievements achievements

2.3
2013

2014 (Fiscal year)*Calculation standard● Volume related to electricity, fuel and heat uses, CO2 emissions and basic unit denominator from the warehousing and distribution business, the harbor transportation business and the realestate business are based on the reported values in the Company’s report based on the Law Concerning the Rational Use of Energy.
● The international transportation business is included in the warehouse and distribution business, given the small number of operating sites.
● Although the overland transportation business is not under the Law Concerning the Rational Use of Energy, fuel, CO2 emissions and basic unit denominator were calculated for one of theCompany’s major trucking subsidiaries based on the standard in the Law Concerning the Rational Use of Energy.
● Business sites for the harbor transportation business were restricted to three places where the Company is in charge of transportation under the Law Concerning the Rational Use of Energy.
● For electricity usage and CO2 emissions, the reported amounts for the Company’s subsidiary in the logistics business (the one company under the Law Concerning the Rational Use of Energy)
were added.
● The CO2 emission volume was calculated based on the electricity, fuel and heat volume used under the guidelines of the Law Concerning the Rational Use of Energy.
● For water use, the volume of water used by the Company is indicated. The waste emission volume shows the volume of waste emitted by part of the Company (excluding the real estatebusiness) and a number of the Group companies.

Tokyo Metropolitan Environmental Security OrdinanceLarge scale companies CO2 emissions

1,444
2,952
—
4,396

15

5
2012

1,510
2,045
3,555

Trainings with lectures
80.1

3

1.9

Awareness surveys concerning
CSR and compliance
In-house
Domestic group companies
Total
Group training concerning
CSR and compliance
In-house
Domestic group companies
Total

Number of persons participated in human rights enlightenment course for
Unit: persons
dissemination of employees’ awareness of human rights
Heat use (Heated water, cold water, vapor)

136

Fiscal 2012
Fiscal 2013
Fiscal 2014
achievements achievements achievements

Respect for Human Rights

Fuel use (City gas, LP (Liquefied Petroleum) gas, kerosene, heavy oil, diesel oil, gasoline)

136

Number of persons participated in awareness surveys and trainings aimed at disseminating theUnit: persons
corporate philosophy and better understanding of CSR and compliance.

Fiscal 2012
Fiscal 2013
Fiscal 2014
achievements achievements achievements

Electricity use

131

Fiscal 2012
Fiscal 2013
Fiscal 2014
achievements achievements achievements
8
2
3
3
1
1
8
9
7
2
3
3
4
2
4
25
17
18

Number of persons participated in check aimed at dissemination
Unit: personsof awareness of compliance

Water use (water supply, sewage)

932

Logistics
Real Estate
IR
CSR
Other
Total

Unit: caseOrganizational Governance

Environmental conservation data (by usage, by emission type)
916

Number of timely and appropriate news releases

Number of questionnaires conducted

Once

Three times

Three times

Number of respondents (Unit: persons)

1,398

4,352

2,679

Provision of Safe, Quality and Useful Services
Number of persons participated in training for earthquake measures
Fiscal 2012
Fiscal 2013
Fiscal 2014
achievements achievements achievements
Execution period

February 2013 February 2014

March 2015

Place

Head Office,Head Office,Yokohama Branch Kobe Branch

Head Office,Tokyo Branch

Number of participants(Unit: persons)Status of introducing electric cars

Around 40

Around 60

Around 50

Support/relief goods logistics base facilities at a glance
Block

Tokyo
Kanto

Tokai

Fiscal 2009 Fiscal 2010 Fiscal 2011 Fiscal 2012 Fiscal 2013 Fiscal 2014
Total number ofcars introduced

5

4

5

5

3

5

BranchKinki
KyushuFacility name

Aomi Warehouse No. 1
Daikoku Warehouse B
Yokohama
Daikoku Warehouse C
Kinjoh Warehouse
Nagoya Tobishima Warehouse
Honjoh Warehouse
Osaka Sakurajima Warehouse No. 1
Rokko Warehouse D
Kobe
Rokko Warehouse E
Chuo Futo Warehouse
Fukuoka
Tosu Warehouse

Year/month of
construction
1997.6
1988.1
1994.4
1994.5
2008.11
1992.1
1998.3
1988.1
1993.10
1995.10
2003.4

Area used fortransportation of
support/relief goods
1,000m2
1,000m2
1,000m2
1,000m2
1,000m2
1,000m2
1,000m2
1,000m2
1,000m2
1,000m2
1,000m2

Extended version

Promotion of CSR

The following are some data related to the Environmental and Social Report 2015, which was collected at the end of fiscal 2014.

The environment
Environmental conservation activity data (by business)*Basic unit denominator (figures from Law Concerning the Rational Use of Energy, etc.) uses figure that have strong correlations with each business.
Unit Basic unit denominator
CO2 emissions
CO2 emissions basic unit

Warehousing and distribution
business

Fiscal 2012

Fiscal 2013

Fiscal 2014

Thousand m2 <Floor area>

1,350

1,370

1,372

Thousand t-CO2

32.8

37.1

36.4

kg-CO2/m2

24.3

27.1

26.5

40

30

71

5.0

15.0

8

Thousand tons <Handling tons>

Harbor transportation business t-CO2
kg-CO2/thousand tons

Overland transportation
business

124.5

504.2

112.7

Million km <Total transportation distance>

3.7

3.9

4.1

Thousand t-CO2

3.3

3.6

3.7
911.8

kg-CO2/thousand km

Real estate business
CO2 emissions

896.7

921.1

Thousand m2 <Operational area>

635

684

681

Thousand t-CO2

35.0

41.4

42.6

kg-CO2/m2

55.1

60.4

62.6

Thousand t-CO2

71.1

82.0

82.8

Check on status of compliancewith Code of Conduct
In-house
Domestic group companies
Overseas group companies
Total(Thousand m3)
1,000
878

(Million kwh)
200

(Thousand GJ)
200(Thousand GJ)
100

145.3

151.5

140.7

750

150

500

100

100

50

250

50

50

25

0

0

0

0

2012

2013

2014 (Fiscal year)

2012

2013

2014 (Fiscal year)

150

2012

2013

CO2 emissions

Waste emissions (tons)

Waste emissions (m )(Thousand t-CO2)
100(Thousand tons)
4(Thousand m3)
20

75

71.1

82.0

82.8

3

50

2

25

1

0

2012

2013

0

2014 (Fiscal year)

2.3

2.1

2013

2014 (Fiscal year)

75

Tokyo Dia Buildings

Unit: t-CO2

Emissions standard Fiscal 2010 Fiscal 2011 Fiscal 2012 Fiscal 201333,531
36,062
31,661
29,593
26,607

Eitai Dia Building

10,132

7,400

5,558

5,836

5,341

Ohi Cold Storage Office
Total
Reduction

4,394
48,057

3,705
47,167890

3,645
40,864
7,193

3,645
39,0748,983

3,620
35,56812,489

1,596
3,017
4,613

1,586
2,943
4,529

—
—
—

133
44
177

60
69
129

1,433
2,938
72
4,443

1,556
2,671
90
4,317

2014 (Fiscal year)

16.1

Fiscal 2012
Fiscal 2013
Fiscal 2014
achievements achievements achievements(New employees, second-year employees, sixth-year
employees, middle-level staff, newly appointed
managerial section chiefs and general managers)

74.9

52.7

113

49

39

Fulfillment of Sincere and Fair Business Activities
2012

2013

2014 (Fiscal year)

17.2

Number of persons participated in compliance lecture for
Unit: persons
prevention of insider trading

Number of persons participated in compliance lecture for the Act against
Unit: persons
Delay in Payment of Subcontract Proceeds, etc.

Fiscal 2012
Fiscal 2013
Fiscal 2014
achievements achievements achievements
52
40
40

Fiscal 2012
Fiscal 2013
Fiscal 2014
achievements achievements achievements
779
903
807
867
962
1,019
1,646
1,865
1,826

In-house

10

Number of respondents to information security questionnaire

0

2012

In-house
Domestic group companies
Total

Fiscal 2012
Fiscal 2013
Fiscal 2014
achievements achievements achievements

2.3
2013

2014 (Fiscal year)*Calculation standard● Volume related to electricity, fuel and heat uses, CO2 emissions and basic unit denominator from the warehousing and distribution business, the harbor transportation business and the realestate business are based on the reported values in the Company’s report based on the Law Concerning the Rational Use of Energy.
● The international transportation business is included in the warehouse and distribution business, given the small number of operating sites.
● Although the overland transportation business is not under the Law Concerning the Rational Use of Energy, fuel, CO2 emissions and basic unit denominator were calculated for one of theCompany’s major trucking subsidiaries based on the standard in the Law Concerning the Rational Use of Energy.
● Business sites for the harbor transportation business were restricted to three places where the Company is in charge of transportation under the Law Concerning the Rational Use of Energy.
● For electricity usage and CO2 emissions, the reported amounts for the Company’s subsidiary in the logistics business (the one company under the Law Concerning the Rational Use of Energy)
were added.
● The CO2 emission volume was calculated based on the electricity, fuel and heat volume used under the guidelines of the Law Concerning the Rational Use of Energy.
● For water use, the volume of water used by the Company is indicated. The waste emission volume shows the volume of waste emitted by part of the Company (excluding the real estatebusiness) and a number of the Group companies.

Tokyo Metropolitan Environmental Security OrdinanceLarge scale companies CO2 emissions

1,444
2,952
—
4,396

15

5
2012

1,510
2,045
3,555

Trainings with lectures
80.1

3

1.9

Awareness surveys concerning
CSR and compliance
In-house
Domestic group companies
Total
Group training concerning
CSR and compliance
In-house
Domestic group companies
Total

Number of persons participated in human rights enlightenment course for
Unit: persons
dissemination of employees’ awareness of human rights
Heat use (Heated water, cold water, vapor)

136

Fiscal 2012
Fiscal 2013
Fiscal 2014
achievements achievements achievements

Respect for Human Rights

Fuel use (City gas, LP (Liquefied Petroleum) gas, kerosene, heavy oil, diesel oil, gasoline)

136

Number of persons participated in awareness surveys and trainings aimed at disseminating theUnit: persons
corporate philosophy and better understanding of CSR and compliance.

Fiscal 2012
Fiscal 2013
Fiscal 2014
achievements achievements achievements

Electricity use

131

Fiscal 2012
Fiscal 2013
Fiscal 2014
achievements achievements achievements
8
2
3
3
1
1
8
9
7
2
3
3
4
2
4
25
17
18

Number of persons participated in check aimed at dissemination
Unit: personsof awareness of compliance

Water use (water supply, sewage)

932

Logistics
Real Estate
IR
CSR
Other
Total

Unit: caseOrganizational Governance

Environmental conservation data (by usage, by emission type)
916

Number of timely and appropriate news releases

Number of questionnaires conducted

Once

Three times

Three times

Number of respondents (Unit: persons)

1,398

4,352

2,679

Provision of Safe, Quality and Useful Services
Number of persons participated in training for earthquake measures
Fiscal 2012
Fiscal 2013
Fiscal 2014
achievements achievements achievements
Execution period

February 2013 February 2014

March 2015

Place

Head Office,Head Office,Yokohama Branch Kobe Branch

Head Office,Tokyo Branch

Number of participants(Unit: persons)Status of introducing electric cars

Around 40

Around 60

Around 50

Support/relief goods logistics base facilities at a glance
Block

Tokyo
Kanto

Tokai

Fiscal 2009 Fiscal 2010 Fiscal 2011 Fiscal 2012 Fiscal 2013 Fiscal 2014
Total number ofcars introduced

5

4

5

5

3

5

BranchKinki
KyushuFacility name

Aomi Warehouse No. 1
Daikoku Warehouse B
Yokohama
Daikoku Warehouse C
Kinjoh Warehouse
Nagoya Tobishima Warehouse
Honjoh Warehouse
Osaka Sakurajima Warehouse No. 1
Rokko Warehouse D
Kobe
Rokko Warehouse E
Chuo Futo Warehouse
Fukuoka
Tosu Warehouse

Year/month of
construction
1997.6
1988.1
1994.4
1994.5
2008.11
1992.1
1998.3
1988.1
1993.10
1995.10
2003.4

Area used fortransportation of
support/relief goods
1,000m2
1,000m2
1,000m2
1,000m2
1,000m2
1,000m2
1,000m2
1,000m2
1,000m2
1,000m2
1,000m2